awareness raise hazard - plant services

WWW.PLANTSERVICES.COM

Electrical Safety Is Everyone's Job

Raise Hazard Awareness

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See the Ball, Be the Ball / p.15

Manage Mobile Assets, Reduce Operating Costs / p.19

Best Practices Awards in Reliability / p.22

Solve Your Leaking HVAC Coil Problem / p.45

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www.PLANTSERVICES.Com SEPTEmbER 2010 5

28 / COVER STORY

Raise Hazard AwarenessElectrical safety is everyone’s job

22 / RELIABILITY

Best Practices AwardsFour companies exhibit the best in reliability

38 / POWER TRANSMISSION

Reliability Goes Green for Rotating EquipmentFour innovations can help you meet sustainability goals

45 / HVAC

A Discussion of HVAC Coil CoatingsThe solution to leaking HVAC coil epidemic could be coatings

features

specialists

columns and departments

17 / HuMAN CAPITAL

Owning Your CircumstancesIt’s the honorable thing to do

19 / ASSET MANAGER

Fleet Asset ManagementYour CMMS can be an active partner in minimizing mobile asset operating cost

27 / TECHNOLOGY TOOLBOx

Heat Exchanger IntegrityMultiple methods confirm the integrity of tubes and tube sheets

58 / ENERGY ExPERT

The Perfect Energy StormReliability, cost, environmental factors can affect availability

7 / FROM THE EDITOR

Where Work Is HellComing to the end of a long, hot summer

9 / CRISIS CORNER

Preventable DisastersGetting more people to fight the Maintenance Crisis

11 / WHAT WORKS

Warehouse Destratified in CanadaLarge fans increase year-round comfort and cut energy costs

Product Processor Picks Premium FloorDecision driven by traffic and antibacterial properties

15 / YOuR SPACEKeep Your Eye on the BallVisualize goals to help your team attain them

49 / IN THE TRENCHESDriven to drinkAcme learns what happens when an employee overindulges

55 / MRO MARKETPLACE / AD INDEx57 / CLASSIFIEDS

table of contentsSEpTEMbER 2010 / VoL. 31, No. 9

pLANT SERVICES (ISSN 0199-8013) is published monthly by putman Media, Inc., 555 West pierce Road, Suite 301, Itasca, IL 60143. phone (630) 467-1300, Fax (847) 291-4816. periodicals postage paid at Itasca, IL and additional mailing offices. Canada post International publications Mail product Sales Agreement No. 40028661. Canadian Mail Distributor Information: Frontier/bWI,po box 1051, Fort Erie, ontario, Canada, L2A 5N8. printed in U.S.A. poSTMASTER: Send address changes to pLANT SERVICES, putman Media, Inc., po box 3435, Northbrook, IL 60065-3435. SUbSCRIpTIoNS: Qualified reader subscriptions are accepted from pLANT SERVICES managers, supervisors and engineers in manufacturing plants in the U.S. and Canada. To apply for qualified-reader subscriptions, please go to www.plantservices.com. To non-qualified subscribers in the U.S., subscriptions are $96 per year. Single copies are $15, except the September and December issues which are $36. Canadian and foreign annual subscriptions are accepted at $145 (Foreign airmail $200/yr). Single copies are $81. © 2010 by putman Media, Inc. All rights reserved. The 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 in a manner that provides the most value to our readers, content published in pLANT SERVICES magazine appears on the public domain of pLANT SERVICES’ Website, and may also appear on Websites that apply to our growing marketplace. putman Media, Inc. also publishes CHEMICAL pRoCESSING, CoNTRoL, CoNTRoL DESIGN, FooD pRoCESSING, INDUSTRIAL NETWoRKING, THE JoURNAL, pHARMACEUTICAL MANUFACTURING and WELLNESS FooDS. pLANT SERVICES assumes no responsibility for validity of claims in items published.

OSHA 10- and 30-hour training – Hard work that pays offTraining provides general awareness on primary safety and health matters.www.plantservices.com/articles/2010/06osHatraining.html

ultrasound assisted lubricationAdding ultrasound monitoring to standard lubrication best practices can lead to fewer failures, extend motor and bearing life, and decrease the amount of lubricant used.www.plantservices.com/articles/2010/07ultrasoundassisted lubrication.html

How VFDs save energyAnalysis and examples of power conversion by variable-frequency drives.www.plantservices.com/articles/2010/06Vfdssaveenergy.html

On-Demand Webcast: Operational Excellence – Capitalizing on the Economic RecoveryJoin the Aberdeen Group’s Matthew Littlefield, as he highlights the pressures that drive manufacturing operations and outlines strategic actions being used by best-in-class companies.www.video.webcasts.com/events/pmny001/viewer/index.jsp?eventid=35447

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from the editorpaul studebaker, cmrp

Where Work is hellComing to the end of a long, hot summer

from the midwest to the eastern seaboard, the summer of 2010 has been the hottest and most humid in 20 to 60 years, depending on your location. Here in Chicago, we had the longest string of 80° F or above temperatures since 1955. I know that’s nothing compared to a regular southern summer, but crawling through the many road construction zones – with the windows open, because unlike me, my A/C is taking a vacation – I have to sympathize with the workers getting it done under these conditions. And I can’t help but notice that, as a group, we’re not getting any younger or thinner.

But we do have more gizmos and gad-gets. Manlifts and slings let us access diffi-cult locations with relative ease. Supports and braces allow us to work comfortably in odd positions. Sophisticated “zero gravity” fixtures inspired by the movie industry’s steady-camera technology can hold heavy tools for precise work at arm’s reach (www.plantservices.com/zerogravity).

Thanks to this summer’s Gulf of Mexico oil spill, I’ve learned more than I ever imagined I would about work-ing at the bottom of the ocean. At the near-freezing temperatures and 2,400 psi water pressure a mile under the surface of the Gulf of Mexico, remotely operated vehicles (ROVs) serve as workers’ eyes and hands. Operators can preprogram an ROV to park at a designated spot, anchor itself by gripping framework, and reach out to adjust a set of valves designed to be gripped by its high-torque, rotating claws.

Meanwhile, about 2,300 ft. below the surface of Copiapo, Chile, 33 workers trapped for 17 days before they were located and found to be alive might have to survive another four months on sustenance piped to them through a 6-in. borehole while rescuers dig a shaft large enough to bring them up to the surface.

Sanitation immediately comes to mind, but sanity also is a major concern. The Chicago Tribune reports that the men already have been trapped under-ground longer than all but a few miners rescued in recent history. Survival after 17 days is unusual, but because they’ve made it this far, they should emerge physically fine, Davitt McAteer, former assistant secretary for mine safety and health at the U.S. Labor Department, told the Tribune. But the stress of being trapped underground for a long period of time can be significant. “There’s a

psychological pattern there that we’ve looked at,” said McAteer, but “there are people who can talk them through that.”

Up here on the surface, the economy grows while employment stagnates. Factory and office staffs work harder and longer to increase production while skit-tish executives sit on their cash or use it for acquisitions, leading to another kind of survivors’ stress.

In the Middle East, combat troops are now officially withdrawn from Iraq, or renamed “advise and assist brigades.” But it’s not clear how many will actually come home, what opportunities they’ll have here, or how long before they’re redeployed to Afghanistan. Or Iran.

All in all, it’s not so bad to be stuck in traffic on a hot summer day, even with-out A/C.


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up here on the surfaCe, the eConomy GroWs While employment staGnates.

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Crisis CornerJoel leonard

Preventable DisastersGetting more people to fight the Maintenance Crisis

During the iCoMs Conference in Adelaide, Australia, the Asset Management Council (AMC, www.amcouncil.com.au) asked me to kick off a “find our theme song” contest in hopes of fostering pride and passion for our profession. I’m not “American Idol” material, but I gave it my best shot.

I played “The Maintenance Crisis Song” video (www.plantservices.com/maintenancecrisis) and then sang “Find Me a Maintenance Woman.” Music is, after all, a powerful tool for inf luencing attitudes, perceptions, and decisions. Some songs started major societal movements and changes. Though my tonal quality might not be ready for prime time, it inspired a quartet of engineers to write their own version.

This group loved it and helped fill a void in the normally dry engineering conference by adding what John Hardwick, the chairman of the AMC, called “pizzazz.” I don’t portray myself as a singer, but the attendees whooped, hollered, and chuckled over the lyrics and video. I got a standing ovation. Several approached me afterward to offer sage advice – “Hey mate, don’t give up your day job.”

The next day, during my keynote address, they heard what I do on my day job – supporting the economic transforma-tion underway in an 11-county region surrounding Fort Bragg, N.C. They agreed the interactive 3-D technology used for technical skill development can serve as a bridge to improve the skills and performance of a future workforce.

In fact, several consulting and contract maintenance companies are helping me contact the leaders of P3I, the public-private partnership for innovation based in Fay-etteville, N.C. I participated in a panel discussion titled “Strategic Asset Management – A Concept or Reality?” with Hardwick, Anne Howe, CEO of South Australia Water Au-thority (SAWA), and Penny Burns, principal director, AMQ International. We agreed that organizations might be on varying levels in the journey to implementing this strategy. When asked if anyone had a formalized mentorship process or succession plans, not a single person raised a hand.

This conference had wonderful speakers. One explained that every second, across the world, we lose 1 ton of steel to corrosion. Another said that Western Australia University is adding engineering courses in its business curriculum. The objective is to give future executives a grounding in engineering strategies to better manage assets instead of believing the traditional fallacy that maintenance is a cost,

not a contributor to profitability. Perhaps more U.S. schools will implement similar programs.

The frighteningly common situation at engineering con-ferences is that only a few new engineers are in the audience each year. Most attendees were either practicing or masters with one foot into full-time retirement.

After witnessing the quality and depth of knowledge rep-resented, I hope more efforts are implemented to recruit new engineers to attend this dynamic event. I love the Australian culture. As a smart aleck, I fit in and enjoyed some clever repartee with the attendees.

And even though Australians’ most popular expression is “No worries, mate, she’ll be alright,” some of the trends underway are cause for great concern if action isn’t taken to replenish and develop current and future workers. The challenges are vast and deep, but if more of us confront the issues head-on, we’ll make serious progress at mitigating more preventable problems.

On the flight from Australia to Los Angeles, I met Juan Ospina. He plays keyboard, and after hearing various versions of “The Maintenance Crisis Song” via my laptop, he agreed to join the fight. Most of his generation isn’t picking up skilled trades, and he realized the Maintenance Crisis is a serious problem. Upon his arrival home, he convinced Aguanilé Salsa, a Latin-Grammy-Award-winning band, to produce a salsa ver-sion of “The Maintenance Crisis Song.” This version will have trombones, trumpets, bongos, and a Latin beat.

The first half of song will be in Spanish, the second half in English. That should help acquire more supporters to fix the crisis worldwide. It will be on SkillTV.net, so stay tuned.

Check the SkillTV blog if you’d like to join me during my fall conference schedule. I’ll be keynoting the Facilities De-cisions conference in Las Vegas and plan to attend the SMRP conference in Milwaukee.

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

When askeD if anYone haD a forMalizeD MentorshiP ProCess or suCCession Plan, not a sinGle Person raiseD a hanD.

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what works

Federated Co-operatives Ltd., a retail cooperative with members throughout western Canada, operates retail shops, fueling stations, building material supply centers, and refiner-ies, occupying numerous warehouse spaces to store products. According to Trevor Carlson, environmental and technical services manager at Feder-ated (www.fcl.ca), a fair amount of heat was being wasted at the ware-house ceilings. By bringing this heat downward, he thought, Federated could decrease the rate at which its buildings were shedding heat through the roofs.

A potential source of heating energy savings is reducing the differ-ence in air temperature between the outdoors and the underside of the roof. Thermal destratification can make the air temperature essentially uniform within the conditioned space, reducing the temperature at the underside of the roof. Estimated energy savings are based on the difference in heat loss through the roof at the temperature differentials before and after destratification.

“In the stratified condition, there will be a significant difference in air temperature between floor level and the underside of the roof,” explains Richard Aynsley, lead aero-dynamics engineer, Big Ass Fans (www.bigassfans.com).

Before destratification, the difference between the tempera-ture of air near floor level and at the underside of the roof deck can be as much as 30° F. A critical factor in destratification is that the indoor air is thoroughly mixed to an even tempera-ture, remarks Aynsley. Afterward, the difference between the temperature of air near floor level and at the underside of the roof deck is usually no more than 1° F. Big Ass Fans’ units are designed to provide a low-cost, energy-efficient cooling solution coupled with the ability to significantly reduce energy usage in winter months by destratifying the air within a building. In lieu of reversing the fan, which is common for most small, high-speed fans, large-diameter Big Ass Fans units are designed to simply operate at a slower speed during the winter, eliminating

much of the draft associated with fan circulation.

Carlson decided to conduct pilot tests in the 80,000-sq.-ft. loading dock area of Federated’s 300,000-sq.-ft. warehouse in Saskatoon, Sas-katchewan, Canada. He installed five 24 ft.-diameter, low-speed Big Ass Fans units. “After a short period of operation, we noticed multiple benefits,” says Carlson. “The work-ers in the warehouse actually wanted the temperature decreased in the winter because they were too warm. That was very encouraging for us, as we were able to change the setpoints on the thermostats because the fans were bringing the heat down, keeping workers comfortable while reducing our costs. We looked at our degree-day data and calculated our heating index for the year prior and the year after installing the Big Ass Fans.”

Carlson’s findings showed a significant reduction in energy use.Occupants of existing buildings can obtain fuel use data from

their utility companies, while local climate records can provide the average outdoor air temperature during a particular heating season. This data can be used to calculate the heat loss through the building envelope over a given period in the form of a heat-ing index in Btu/ft.²/degree day. One degree day is accumulated for each difference of one degree between a day’s average tem-perature and a reference temperature, typically 65° F.

Carlson tracked data concerning average energy consump-tion and daily temperature changes from 2007 into 2009. For the Saskatoon facility, the heating index before the installa-tion of the fans was 4.49 Btu/ft²/degree day. The year the fans were installed, consumption decreased to 3.99 Btu/ft²/°F. The following year was the first full year of using the fans, and the heating index was 3.61 Btu/ft²/°F. “We noticed a pretty significant decrease, and it works out to a roughly 10% reduc-tion in natural gas consumption,” says Carlson. “It was a 10% reduction when we saw a 20% increase in natural gas rates. We believe we saved $19,800 in the first year in natural gas consumption as a result of the fans.”

warehouse DestratiFieD in CanaDaLarge fans increase year-round comfort and cut energy costs

Destratifying air temperatures in a 300,000-sq.-ft. warehouse with large fans saved Federated Co-operatives Ltd. an estimated $19,800 the first year.

PS1009_11_12_Works.indd 11 8/25/10 9:03 PM

12 September 2010 www.pLANtSerVICeS.Com

what works

when the floor finishing project came out for bid from one of the local general contractors in charge of the ten-ant improvement, there was no detailed specification for the product type or criteria, only a small blurb in the finish legend mentioning a white epoxy floor coating that would meet USDA standards.

But long before work at the new Papa John’s Salad and Produce facility in Tolleson, Ariz., began, Brian Whited, key accounts manager, Techniquex (www.techniquex.com), knew the correct flooring system to use for the large expan-sion project. Three years earlier, Techniquex had worked for Papa John’s Salad and Produce at its facility in Tempe to solve a problem of concrete deterioration caused by exces-sive water exposure. Knowing the exact conditions the new flooring would face under excessive traffic, constant water immersion, and low temperatures, he was sure the best solution would be Diamond-Crete RT by DiamondStone Products (www.diamondstoneproducts.com).

Whited, recalling the bid information was vague, con-tacted the contractor directly to express his concern. “After I spoke with the contractor and realized the new build-out was for Kevin Jones at Papa John’s Salad and Produce, I im-mediately told him of our past experience at their other fa-cility. We agreed that giving the client a few options, includ-ing the Diamond-Crete RT, would be the best approach.”

The estimating staff at Techniquex reviewed the plans and construction schedule and quickly realized the project needed to be fast-tracked. This was yet another indication to use the Diamond-Crete RT system because of its short cure and quick turnaround.

Once the contractor received the proposals for the proj-ect, it was time to begin negotiations. Techniquex provided several samples of the proposed systems and installed mock-ups so Jones, the owner, could select colors and texture. Techniquex recommended the Diamond-Crete system, but the price was substantially higher than the other options. Whited explained the advantages, including unlimited moisture tolerance, thermal expansion quali-ties, warranty duration, and installation timeframe. “Once Kevin and the contractor were educated on the products and the differences between them, the extra cost wasn’t an issue,” says Whited.

The owner and contractor both agreed to use the system, a three-component, rake-and-trowel, polyurethane-modified

cement with chemical, thermal shock, and thermal cy-cling resistance. A non-sacrificial antimicrobial additive is integrated throughout the system to inhibit the growth of microorganisms such as bacteria and its odors. The system used at Papa John’s Salad and Produce also includes an optional quartz aggregate broadcast along with a finish coat of DiamondStone Aromatic Urethane 100.

Techniquex crews arrived on the job site in late June to begin installing 40,000 sq. ft. of the Diamond-Crete system along with an additional 100,000 sq. ft. of sealed and bur-nished concrete.

The 10-man crew quickly sprang into action, prepping the areas scheduled to receive the DiamondCrete RT. The prep work took a little more than one week to complete. Once the floors had been cleaned, the crew began installing the RT system. The crew worked 10–to-12-hour days for six weeks to complete the project.

The installation went flawlessly and Papa John’s Salad and Produce now has a new facility with a beautiful floor system designed to keep production areas safe and clean for many years to come. In a letter of recommendation written after project completion, Kevin Jones wrote: “I couldn’t be more pleased. You’ve been responsive and have delivered a finished product perfectly suited to my needs. Your recom-mendations were spot-on, and you accomplished the job with little disruption to my operation.”

Produce Processor Picks Premium Floordecision driven by traffic and antibacterial properties

Installing 40,000 sq. ft. of Diamond-Crete RT plus an additional 100,000 sq. ft. of sealed and burnished concrete took a 10-man crew six weeks of 10-to-12-hr. days.

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your space

Keep your eye on the BallVisualize goals to help your team attain themBy Bob call, cMrp, life cycle engineering

close your eyes for a second and think about your ride to work this morning. If you’re driving right now, don’t really close your eyes. You probably remember seeing the same things that I saw on my way to work: cell phone users who had the phone in one hand and making hand gestures with the other, women putting on makeup while looking in the vanity mirror and steering with their knees, people reading papers or books with the book propped on the steering wheel, and people texting while driving – sorry, nobody is that good, just lucky so far. A crazy sight, no doubt, but a sign of the times. The people who surround us every day really aren’t concentrating on the primary goal, which is to arrive at their destinations alive and in one piece, while putting no one else’s life in danger.

I remember my first opportunity to be coached by my dad in Little League baseball. His most important bit of advice was “keep your eye on the ball.” Good advice, as it turns out. It works for any sport involving a ball. It also is pretty useful when you are trying to plow that first straight furrow in a field using a distant tree or fence post as a target. It works pretty well for Navy pilots landing on an aircraft carrier – in fact, pilots “call the ball” to ensure the correct landing ap-proach. And it works very well in business when you have an important initiative underway and need to maintain focus on the ultimate goal.

Sometimes it’s difficult to visualize what the ball is going to look like until we finally see it. In a new initiative, no mat-ter how well we plan and execute, it’s hard to imagine what the finished product is going to be without some type of visual reference. In an operating facility, there are an endless number of distractions each day that can easily take our eyes off the ball and pull us into another, seemingly more impor-tant issue that will deprive the primary initiative of critical focus and effort toward completion.

As project or initiative leaders and managers, it’s our job to make sure that everyone involved in the project has the same vision of what the completed project will look like. How will we know whether we’ve succeeded? Do we have some measure by which we will know success, or will it just be a guess on the part of the project team?

One of the best methods I’ve seen is to place the vision or ball in a prominent and public place in the facility, where everyone who walks in can see clearly what the goal is. Of course, if you’re going to do this, you also must publish some

type of progress board to indicate visually how close you are to that goal. We routinely place our simulated thermometer visuals in the lunch room and the lobby when we are in the middle of Red Cross campaigns or United Way fund-raisers,

showing everyone the increase in “temperature” as we gain in donations for the year. Why not use something similar for an improvement project to show the cumulative savings it generated? Anything you can do to make the project more visible will further increase your chances of sustainable change and improvement.

Communication and feedback to everyone is critical to success. You don’t want to hear little sound bites around the lunch room like “I wonder what’s going on with Project X. They never tell us anything.” Unless your project or initia-tive is going to result in a global disaster, there should be no reason to withhold information or otherwise keep your people in the dark. Information is power, and information in the hands of employees provides the power to move a project forward much more quickly and efficiently than any small group or team could manage.

When you set a goal or establish a vision for the future, you have to keep your eye on the ball. More importantly, you want everyone’s eyes to be on the same ball. It can’t be just your personal goal or vision. If you want real change and improvement, it must be shared with everyone around you to leverage the best possibility for success.

So, go out and put the ball on the project wall and then challenge all to look at the ball on the wall and help as they can, so you don’t fall and miss the ball. And when you reach the end, take the ball down from the wall and reinstall it on the Victory Wall. My apologies to Dr. Seuss.

Bob call is a principal consultant with life cycle engineering, Inc. e-mail him at [email protected].

anythIng you can do to MaKe the project More VIsIBle wIll further Increase your chances of sustaInaBle change.

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HUMAN CAPITALTom moriarTy, P.E., CmrP

OwNINg yOUr CIrCUMsTANCesIt’s the honorable thing to do

“It’s not my fault. That’s not my job. Don’t blame me. It wasn’t my decision. I forgot. I’m too busy to get to that. I thought I told you about that. I told someone else they needed to do that.”

Whether it’s your teenage kids who never seem to find the dishwasher with their dirty glasses, an automobile accident at an intersection, or an upset at the plant, people seem to have a set of conditioned responses. Their responses are like reflex actions.

I’ve always valued working with people who have the ability to recognize their roles in disheartening situations. For the parent who is annoyed by the teenager’s inability to find the dishwasher, the parent’s role was in not being more insistent in communicating the importance of cleanliness and respecting others. For the person who was involved in an accident, that person’s role might have been not being a defensive driver, or even the consequence of leaving the house 30 seconds later than planned.

In a plant upset situation, the operations manager who doesn’t own the circumstances might believe an operator was too slow to notice a flow rate or pressure change in a process. In this case, the operations managers who own their circumstances consider the fact that they allowed shortcuts to the new employee orientation program, or that the maintenance manager asked for time to fix a flow rate or pressure sensor alarm last month.

I value working with people who own their roles in situations because at their core they are realists. They see various sides of issues and usually recognize opportunities to improve as a result. Accountable people recognize that they and others might have had a role in the problem; they might be the direct cause of the problem, they might have contributed to the problem, or they might have passively allowed it to occur.

The benefit of owning reality is that you get past blame and excuses. When you get past blame and excuses, you can focus on solutions.

In their book, “The Oz Principle,” Roger Connors, Tom Smith, and Craig Hickman use the terms “above the line” and “below the line” to define when someone acts with ac-countability (above the line) and when that person is stuck in what the authors refer to as the “victim cycle” (below the line). One quote from the book I particularly agree with: “A person who owns his or her circumstances never allows the

actions of someone or something else to keep them below the line. Instead, the accountable person accepts whatever ways in which his or her own behavior contributed to the situation and sets about overcoming the circumstances, no matter how difficult.”

To be accountable, you must accept what is. That’s reality. Reality doesn’t care if we’re aware of it or not. Reality exists

independently of our judgment and opinions. When we don’t recognize reality or become aware of reality and try to live by what we want the reality to be, we will most often be discouraged or disappointed. People who don’t recognize re-ality are easily identifiable; they are the ones who complain, blame, judge, resent, worry, regret, control, or procrastinate. They are below the line.

When you don’t accept reality, it’s like not knowing about a kick-me sign on your back. You can’t understand why people keep kicking you in the butt. When you get clued in to reality, you have choices about what to do with that knowledge. If you know the kick-me sign is on your back, you can, of course, leave it there (not smart) or you can remove the sign and stop getting booted in the butt. When you own your circumstances, you can move beyond negative feelings and defensive actions.

What if you recognize and accept reality, but other persons around you don’t? Aren’t you still going to have people blaming and playing the victim? My answer is “probably.” But your insight will be the path toward at least minimizing the problem. You will be in a better po-sition to inf luence others and the overall situation. As a result, whether you’re a craftsman, foreman, or manager, you will be seen as more professional and capable than those who don’t embrace reality.

Help others to embrace reality. When problems arise, don’t join in the blame game. Take the high road. Look for solutions that lead to higher value outcomes.

Tom Moriarty, P.e., CMrP, is president of Alidade Mer Inc. Contact him at [email protected] and (321) 773-3356.

THe beNefIT Of OwNINg reALITy Is THAT yOU geT PAsT bLAMe ANd exCUses.

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asset managerdavid berger, P.eng.

most companies have a range of asset types such as equip-ment, buildings, infrastructure, computers, and fleet or mobile assets to maintain. Although these asset classes have much in common, there are some key differences in the processes, systems, and resources used to manage them.

Defining fleet/mobile assetsFor our purposes, mobile assets are any motorized equip-ment on wheels. This includes fork lift trucks, automobiles, trucks, and tractors. The vast majority of these assets con-sume fuel or electricity to power their movement.

Many wheeled assets aren’t powered, for example, carts, lift trucks, wagons, and trailers. These can be used for transport, material-handling or people-moving applications. Without a power source and drive system, these assets are far less complex and not all that unique in terms of mainte-nance management requirements.

The term “fleet” implies multiple mobile assets. Sometimes fleet assets are identical, but not necessarily. For example, a plant can have 20 or more different types of automobiles, trucks, and transportation assets, with different specifications, model years, attachments, and accessories.

Processes to suPPort fleet assetsAs with any asset requiring maintenance, key high-level processes include work order management, preventive maintenance, condition-based maintenance, spare parts inventory management, asset lifecycle management, and managing equipment history. But there are some interest-ing characteristics that apply to a fleet of mobile assets. One of the most important differentiators of fleet maintenance over maintenance of other asset classes is the relatively high percentage of use-based or condition-based maintenance, as opposed to unexpected failure-based maintenance.

Although numbers vary by fleet and application, the relative percentage is typically greater than 80% maintenance triggered by condition or usage – time, meter, or event. This might be explained by a number of possible factors, but perhaps the most significant is the high consequences of unplanned failure in terms of health, safety, the environment, regulatory penalties, or loss of revenue. This is especially true when failure occurs in locations that are difficult to access.

Another factor is the relatively high number of similar mobile assets making it easier to establish industry norms, such

as use of similar technologies for brakes, transmissions, and exhaust systems, and specialized tools and facilities such as lube pits, vehicle paint facilities, and wash bays. Standard operating procedures and job plans often are based on the manufacturer’s many hours of experience across multiple industries. Job plans provide guidance as to when and how to do various inspec-tions and preventive maintenance procedures, once a certain

milestone is reached in terms of time passed since purchase, time driven, or distance traveled.

With many similar assets in the field, historical data can be compiled to determine the optimal interval between inspections or when it is best to perform maintenance tasks such as changing the oil, replacing the timing belt, and rebuilding the engine. The bigger the fleet and the more similar the mobile assets maintained, the easier it should be to achieve economies of scale. At least that is the theory.

However, in practice, there’s no lack of inefficiencies in a typical fleet maintenance shop. In my experience, this is in part because of the usual bureaucracy of big companies, but it’s the attitude of management and workers that largely prevents fleet maintenance shops from achieving their po-tential, especially in the public sector. Although contracted service garages are far more efficient because of their fleet maintenance focus and profit motivation, they have a repu-tation for sacrificing quality for price.

cmms requirements for fleet maintenanceA CMMS is certainly relevant to any fleet maintenance shop; however, there are some specialized features and functions that are highly desirable.

VMRS codes: The American Trucking Association estab-lished the Vehicle Maintenance Reporting Standards codes to standardize on the hierarchy of vehicle assets in terms of sys-tems, subsystems, and components. As well, progress has been made in building a hierarchy of essentially problem / cause / action codes related to the asset hierarchy. Some of the CMMS vendors ship their systems with VMRS codes loaded and allow users to edit the coded fields to better match their specific fleet

historical Data can be comPileD to Determine the oPtimal interval between insPections.

fleet asset managementYour cmms can be an active partner in minimizing mobile asset operating cost

PS1009_19_20_AssetMgr.indd 19 8/25/10 9:31 PM


asset manager

specifications or to provide greater detail.Fuel management: One of the largest ongoing costs asso-

ciated with maintaining a fleet is fuel, as well as costs related to fuel consumption such as maintenance of tires, fuel systems, and engine. Modern CMMS packages that accom-modate the needs of fleet maintenance can track odometer readings and fuel consumption on work orders and then use condition-based maintenance and asset history to adjust the maintenance plan for better fuel management.

Campaigns and product recalls: Sometimes a vehicle manufacturer has a product recall to address a safety-related issue. Some CMMS vendors have features to help manage the recall, such as ensuring that all of the vehicles are brought in for service at the appropriate time and the work is completed by a designated date. A campaign is the internal version of a product recall – for example, a decision by the engineering department to replace a given part with a superior-quality, third-party brand.

Warranty claims and tracking: Although there’s a need for warranty claims and tracking for any asset, the needs of

fleet assets are typically more acute and complex. Vehicles can have different warranties for the overall vehicle, as well as systems, subsystems, components, and even parts. Many CMMS vendors recognized the value of a comprehensive warranty management system. Their software has advanced features such as tracking multiple warranty types per asset, handling parent/child and master warranty relationships, favoring parts closer to warranty expirations for stock issu-ance, and preparing a warranty claim.

Facilities scheduling: Most CMMS packages can sched-ule work orders – matching work backlog to available labor, parts, and tools. However, few CMMS vendors also will help users to book an appropriate garage bay as part of the scheduling complexity. Fleet maintenance planners need to ensure an asset brought in for service will have the appropri-ate facilities, such as a bay with an inspection pit, heavy duty lift, or paint booth.

e-mail Contributing editor David Berger, P.eng., partner, Western management Consultants, at [email protected].

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The Plant Services Best Practices Awards recognize management techniques, work processes, and product and service implementations that exemplify the definition of a best practice, which the Society of Maintenance and Reliability Professionals (SMRP) defines as “a process, technique, or in-novative use of resources that has a proven record of success in providing significant improvement in cost, schedule, quality, performance, safety, environment, or other measurable factors that impact the health of an organization.”

Entries must demonstrate how to implement a best practice, show the potential payoffs in both qualitative and quantitative terms, and provide inspiration for those who must overcome cultural inertia and make effective changes. Entries may be submitted by plant personnel, vendors, engineering firms, con-sultants or anyone who is familiar with the application and has permission to make it public knowledge. Our 2010 categories also include Equipment, Management, and Energy Efficiency, but this round’s focus is on Reliability.

Every contender offered an impressive reliability practice that can increase productivity, improve efficiency, or reduce costs. Judging criteria included percentage reductions or

cost savings, return on invest-ment, and broadness of applica-bility, with recognition given for innovation and creativity.

The winning practice was sub-mitted by Jayesh Patel, reliability manager, Valero Refinery (www.valero.com) in Paulsboro, N.J.

By managing its equipment below the alert level, the refinery is able to be proactive in its machinery management, allowing Valero to mitigate reactive work and the associated process interuptions. The results of this shift to proactive maintenance are improved product quality, improved machinery availability, and increased profits.

Condition monitoring is combined with decision-support capabilities that utilize prewritten rules, as well as additional customized rules set by Valero.

The combination allowed the refinery to schedule mainte-nance without the additional pressure of emergency conditions, and Valero’s successful implementation won the votes of our judges to become this round’s best practice for reliability.

More information about this round’s entries, past entries and winners, how to enter, and the Plant Services Best Prac-tices Awards in general may be found at www.plantservices.com/bestpractices.

ElEcTrical audiT cuTS coSTSCompetitive necessities prompted the Crown Candy Corp. plant in Macon, Ga., to have Arrow Hart, a unit of Cooper Wiring Devices, audit its electrical infrastructure. Arrow Hart’s recommendations included watertight receptacles, plugs, and connectors for areas regularly exposed to hosedown or spray with cleaning agents and corrosion-resistant receptacles, plugs, and connectors for areas exposed to incidental water spray, humidity, and airborne contaminants. Many of the receptacles and switches needed flip covers as additional protection. Wire mesh grips were recommended where cable and conductors are subjected to strain. Arrow Hart recommended an industrial motor control for areas regularly exposed to sugars and syrups. After the upgrade, downtime caused by electrical problems and failing equipment should be reduced, and Crown Candy should see as much as 25% improvement in productivity.www.crowncandy.com

chain drivE To bElT drivE convErSionPJ Food Service, the Papa John’s Quality Control Center, in Des Moines, Iowa, produces pizza dough for roughly 230 stores in a nine-state region. The plant uses a chain-driven dough bowl elevator to lift 600 lb. loads 360 starts a day. While the drive operated reliably with proper maintenance, it posed two problems. Each start delivered a shock load to the entire system. It was tough on the equipment and produced an uncomfortable 85-dB noise

for nearby workers. The chain had to be lubricated and carefully cleaned twice each week. Replacing the chain drive with a synchronous belt drive solved both problems.The conversion produced two immediate benefits – noise reduction and no contamination risk from the twice weekly need to lubricate and clean the chain – and one longer-term benefit – eliminating mechanical stress on startup.www.papajohns.com

aquaTic EnvironmEnTal ProTEcTionThe Trenton Wastewater Treatment Plant in Trenton, Mich., which processes an average of 4 million gallons of wastewa-ter per day, faced a budget shortfall. Like most government-run operations, wastewater plants must accept the lowest bid for any project. This means the most affordable combi-nation of process automation hardware and software wins.Trenton upgraded its main process control system and power distribution system. Redundant servers running HMI software monitors the plant’s SCADA system wirelessly to four remote pumping stations, and now management can troubleshoot problems immediately and remotely.A Rockwell Automation services and support contract gives the plant monthly on-site visits and software upgrades.When a main server meltdown blinded the plant, within five hours the service technician transferred plant operation to a redundant system.www.trentonmi.org

PS1009_22_24_BPA.indd 22 8/25/10 9:10 PM

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Valero’s Paulsboro Refinery in New Jersey has a capac-ity of 195,000 barrels per day and employs nearly 550 indi-viduals. Condition-based maintenance is used extensively and employs a mix of permanent and portable technologies, depending on asset criticality. Low-criticality assets are addressed by a portable data collection system. High- and mid-criticality assets are addressed by online systems. For its most critical assets, Paulsboro uses GE’s Bently Nevada continuous machinery protection systems in conjunction with System 1 software. These assets include gas turbines, steam-driven and motor-driven centrifugal compressors, hydrogen reciprocating compressors, utility air compres-sors, and liquid ring compressors for flare gas recovery. Mid-criticality assets in the refinery’s coker unit are addressed by the Trendmaster system, a permanently wired “sensor bus” architecture that monitors conditions several times per hour. Both the continuous monitoring systems and the Trendmaster architecture are tied into System 1 software for a unified online condition-monitoring environment.

One of the keys to Paulsboro’s success with condition-based maintenance is its practice of managing machinery “below the alert level.” Alarms set to notify machinery specialists of impending problems allow uninterrupted op-eration while appropriate actions, such as scheduling main-tenance, planning an outage, or recommending changes to operating or process conditions, are taken.

Managing too many alarm levels can become onerous, and

a balance must be found in the quest to move farther to the left on the P-F curve. One way to achieve this is by relying not only on level-type alarms, but also on technologies that automate the data analysis and anomaly detection processes that human experts would use if manually reviewing data. Paulsboro has used the System 1 software’s decision-support capabilities to embed subject-matter expertise for a particular asset or class of assets and detect asset problems automatically. While many users employ the decision-support module to detect anomalies with the rotating machinery monitored by System 1 software, what has set the Paulsboro facility apart is its use of the system on non-rotating assets, as well. By bringing process data from the plant’s distributed control system (DCS), turbine control systems, and process historian into the System 1 database, Paulsboro is able to apply the decision-support engine in ana-lyzing and detecting anomalies on assets for which only process measurements are available, addressing applications outside of conventional condition monitoring, and detecting problems in non-rotating portions of turbomachinery.

To address this mix of conventional rotating machinery, fixed equipment, and process-related applications, Paulsboro uses both GE’s machinery expertise in the form of pre-con-figured RulePaks, and its own expertise in the form of custom rules written by the resident subject-matter experts.

“These rules are what allows us to automate the diagnostic process,” says Jayesh Patel, reliability engineer at the Paulsboro facility. “We’re able to test our rules on historical data to make sure that they fire when, and only when, we want them to.”

For example, the feed filter for the naptha hydrotreater has a direct effect on product quality and operational problems,

and as such it is critical to production. Before imple-mentation of the decision-support system, the filters

were replaced every 45 days to 90 days, but more than a third (35%) were replaced under an

emergency work order. In the past two years, the filters have been replaced 10

times, and not one was under emer-gency conditions.

It’s also important to Valero that the stack emmissions ana-lyzer results agree with those obtained when the emissions are analyzed by a lab. The System 1 software rules are used to make sure these re-ports are in agreement, thus avoiding penalties.

RULES-BaSEd MaINTENaNCERefinery uses decision-support system in conjunction with condition monitoring

The P-F curve shows qualitative time relationship between potential failure (P) and functional failure (F). The further to the left (closer to P0) one can operate for any given asset, the easier it is to plan maintenance and lower the likelihood of surprise functional failures.

Point where impending failure is detected is Potenial Failure (P)

Vibration 1–9 months Oil Analysis

1–6 months Thermography 3–12 weeks

Quantitative PM5–8 weeks

Audible Noise1–4 weeks

Heat by Touch1–5 days

Smoke0 days

Point where asset stops doing what its users want it to do is Failure (F)

P–F Interval

P1 P

2 P3

P4

P5

P6

P7

P0

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Technology ToolboxSheila Kennedy


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heaT exchangeR inTegRiTyMultiple methods confirm the integrity of tubes and tube sheets

heat exchanger flaws and fouling increase fuel and maintenance costs and put production at risk. New choices in heat exchanger testing, design, and materials are alleviat-ing these concerns.

Acoustic testing: Acoustic pulse reflectometry (APR), used in seismic studies, duct investigation, and musical instru-ment research, is the basis for AcousticEye’s non-invasive heat exchanger testing systems. APR measures one-dimen-sional acoustic-wave propagation and records and analyzes the reflections produced by changes in the cross-sectional area of the tubular system to detect flaws. AcousticEye’s Dolphin 2000’s technology detects leaks, wall loss, full or partial blockages, corrosion, and fouling. The Dolphin system’s patented software identifies defect type, location, and severity. The user can assign thresholds for each flaw type so that only measurements exceeding the threshold are categorized as flaws. Before accepting or rejecting flagged items, the technician might drill down for further measure-ment information, including the signal graph.

Because the analysis is automated, tubes can be tested in less than 9 sec. without the aid of experts. The Dolphin’s speed and suitability for any tube configuration, size, or ma-terial makes 100% inspection coverage possible. By compari-son, traditional sampling methods, such as standard eddy current or ultrasound testing, are more time-consuming and require skilled professionals to interpret test results.

Helium testing: Another non-destructive approach detects leaks in heat exchanger tubes and tube-to-tube sheet con-nections using helium. The leak testing process from SGS, once limited to LNG carriers, has been extended to heat exchangers by SGS Korea. The gas is introduced into the exchanger’s internal space and overpressurized, the gas passes through welding flaws, cracks, and pinholes before entering a sniper attached to a helium mass spectrometer. An ion chamber ionizes the gas, and the ion collector sends its signal to the indicator.

Ultrasonic testing: Corrosion depth in a tube is an indica-tor of the exchanger’s remaining life. The heat exchanger life assessment system (HELAS) from SGS Group measures the ultrasonic immersion length, which is converted into the corrosion depth inside cooling water or air-fin type tubes. It estimates the remaining life using two extreme-value analysis methods: minimum variance linear unbiased esti-mate (MVLUE) and maximum likelihood (MLH). HELAS

is faster and more efficient than nondestructive ultrasonic testing, the internal rotating inspection system (IRIS). This measures thinning and pitting in small-bore pipes using a probe in a flooded tube, and data is displayed and recorded as it’s removed.

Corrosion avoidance: An all-aluminum evaporator eliminates the problem of formicary corrosion in traditional copper-tube evaporators. Delphi’s MCHX evaporator for indoor settings performs in condensing and evaporating modes, while consuming 40% less mass than a competitive product. It has a brazed aluminum construction and micro-channel condenser technology that requires less refriger-ant. Delphi also announced a new condenser for outdoor applications having an optimized corrosion-resistant alloy. The MCHX condenser, launched in 2003, was updated to improve robustness and simplify installation.

Anti-corrosive materials: A team of scientists at MIT’s Pappalardo Micro and Nano Engineering Laboratories recently discovered a way to transform polyethylene into a material that conducts heat as well as most metals, while re-maining an electrical insulator. The material’s high thermal conductivity could someday be applied to heat-dissipating applications such as heat exchangers. In large quantities, the fibers could be potentially cheaper than metals for heat exchanger fins. So far the researchers produced individual fibers in a laboratory setting, and they hope to produce whole sheets of material with the same properties and inte-grate them into real-world applications.

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

The depTh of coRRosion WiThin a Tube is an indicaToR of The heaT exchangeR’s ReMaining life.

PS1009_27_TechTool.indd 27 8/25/10 9:12 PM

28 SEPTEMBER 2010 WWW.PLANTSERVICES.COM

Electricity has long been recognized as a serious work-place hazard, exposing employees to shock, electrocution, burns, � res, and explosions. According to the Occupational Safety and Health Administration (OSHA), electrical ac-cidents rank sixth among causes of work-related fatalities in the United States, with more than 300 deaths and 4,000 workplace injuries reported each year. OSHA statistics indi-cate that between 2003 and 2007, more than 13,000 workers required time o� from work caused by injuries from electri-cal accidents. � e fact that most of these accidents could have been avoided easily makes these statistics all the more needless and tragic.

Electricity is a necessary source of energy that we depend on for our daily functions. When it’s installed and maintained properly, it can be controlled easily and e� ectively. However, when electricity is taken for granted and there is a lack of understanding of the hazards it can produce, non-electrical workers are far more likely to become exposed unknowingly.

Employers should ask this simple question: Are your employees trained to protect themselves from exposure to electrical hazards? If you think your electrical haz-ards are covered by your qualified electrical workers, think again. Non-electrical workers also can face serious electrical hazards in their daily tasks. A job as simple as picture-hanging can be a source of dangerous electric shock if workers are unaware of wiring behind the walls. Examples of potential exposure to electrical hazards by non-electrical workers include:

• Saw-cutting and core-boring concrete walls and � oors• Seismic anchoring into walls and � oors

• Making penetrations into metal/wood-framed and drywall-covered walls and ceilings

• Working in suspended ceiling areas where exposed electrical hazards are present (i.e., open-ings in electrical boxes, missing protective covers, abandoned circuits that are still energized).

While many employers focus on providing comprehensive electrical training and evaluation for their qual-i� ed workers, o� en they overlook the potential exposure risk to non-electrical personnel. Because many employees and contractors aren’t directly involved in the maintenance and repair of electrical systems, they’re o� en unaware or unmind-ful of the potential exposure to a variety of electrical hazards.

OSHA standards require that employees who work near any part of an electrical power circuit or are exposed to electrical hazards be protected. OSHA 1910.331 through 1910.335 specify that employers provide training to employees – both electrical workers and non-electrical workers – who can be exposed to electrical hazards and to o� er retraining or updating as needed to maintain safety awareness. Employ-ers that implement electrical safety awareness training for

PS1009_28_36_CvrStry.indd 28 8/25/10 10:00 PM

WWW.PLANTSERVICES.COM SEPTEMBER 2010 29

SAFETY / ELECTRICAL


SAFETY // ELECTRICAL



safety / electrical

non-electrical employees can not only ensure their compliance with OSHA safety standards but, more importantly, reduce the risk of electrical accidents and enhance the level of protection for all their workers.

OrientatiOn, training, and awarenessBecause many companies provide a general orientation program as part of the new hire process, including electri-cal hazard awareness training along with general workplace safety instruc-tion is the best way to guarantee that new employees are alerted to potential electrical hazards. A well-designed initial orientation enhances worker

safety awareness, can help prevent serious injury or worse, and sends a strong message that the employer is serious about establishing and adher-ing to safe work practices. Keep that in mind if you have non-electrical work-ers that don’t have electrical hazards awareness training and will be work-ing in and around hazards.

An effective electrical safety and hazard awareness program provides an overview of potential electrical hazards, strategies for protection and avoidance, and instruction on company policies and procedures that support safe work practices. While the specific elements of an awareness program vary depending on the industry, facility, machinery, and

equipment, a useful training curriculum could include a variety of elements.

• General electrical awareness• Consequences of electrical hazards• The safety model• Major hazards and prevention

strategies• Lockout/tagout (LOTO) awareness• Basic personal protective equip-

ment (PPE) awareness• Reporting hazards to a supervisor• Follow-up training.Because electricity is such a familiar

part of everyday life, this powerful en-ergy source often is used with minimal caution and little thought regarding its potential hazards. Workers are espe-cially vulnerable to electrical hazards because they’re often operating in fast-paced situations involving intricate machinery, power tools, crowded work areas, and exposure to variable weather and other environmental factors.

Because the average worker often lacks basic electrical knowledge, a general over-view of how electricity works is a good place to start electrical safety awareness training. Just as the fire triangle provides the three elements that produce a fire – oxygen, heat, and a fuel source – there are three basic elements that comprise a complete electrical circuit – a source of energy, a load, and a complete path. The primary goal of awareness training is to keep workers from becoming part of this electrical circuit.

Topics that can be used in electrical awareness training include:

• Electrical hazard awareness (see Safety Model):

–What is the hazard?–What are the risks and dangers?–How can it be controlled?• Basic electrical terms:–Voltage and current–Insulators and conductors–Alternating and direct current–How a transformer works

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safety / electrical


–Grounding–Protected and exposed–Energized and deenergized• Ground fault circuit interrupters

and assured grounding program• Working clearances• Use of flexible cords and extension

cords• Overhead power lines and under-

ground utilities• Barriers, approach boundaries, and

signage• Required PPE and its proper use• Inspection process for each worker’s

tools, extension cords, and ladders. This process can happen at the same time that the workers are getting their needed tools out and placing them in their work area.

Another important topic to incor-porate into the training is a job hazard analysis (JHA), which allows workers to meet at the beginning of their shift to identify the hazards they’ll be facing in their tasks. JHA also identifies the tasks other workers will be doing so that affected workers are aware of the work going on around them. A communica-tion process also should be included so that if changes occur in the work or the process, workers would be notified.

ConsequenCes of hazardsIt’s essential that electrical safety aware-ness training provide workers with a clear understanding of the consequenc-es of unprotected exposure to electri-cal hazards. While the intent isn’t to foster fear that affects productivity, the information on electrical hazard conse-quences should be clear and detailed to produce a healthy respect for the effect of direct contact with electrical current.The following is an example of a basic approach to explain how electric cur-rent affects the body.

Three primary factors affect the severity of the shock when a person is a part of an electrical circuit.

• Amount of current flowing through the body (measured in Amperes) and the amount of time the current is flowing

• Path of the current through the body

• Length of time the body is in the circuit.

Other factors that might affect the severity of the shock are:

• Voltage• Moisture in the environment• The phase of the heart cycle when

the shock occurs• The general health of the person.Effects can range from a barely percep-

tible tingle to severe burns and immediate cardiac arrest. There’s a difference of less than 100 mA between a barely perceptible current and one that can kill.

Although the exact injuries that result from any given amperage aren’t known, the table on the facing page demonstrates this general relationship for a 60-Hz, hand-to-foot shock of one second duration.

Under dry conditions, human skin has high ohmic resistance, but wet skin dramatically drops the resistance, and wet conditions are common during low-voltage electrocutions. If an electric shock excites the extensor muscles, the person might be thrown, which can result in a fall that could kill even when electrocu-tion doesn’t. When muscular contraction caused by stimulation doesn’t allow the victim to get free from the circuit, even voltages as low as 6 mA can be dangerous, because the degree of injury increases with the length of time the body is in the circuit. Low voltage does not imply low hazard.

Examples of shock-related injuries include burns, internal injuries, and injuries caused by involuntary muscle contractions. Electrical burns, the most common shock-related injury and often one of the most serious, are the result of heat generated by the flow of electric cur-rent through the body. High temperatures near the body produced by an electric arc or explosion cause arc or flash burns. Thermal contact burns occur when skin comes in contact with overheated electric equipment, or when clothing is ignited in an electrical incident.

Electricity flowing through the body can cause serious damage to internal


safety / electrical


organs, including hemorrhage or internal bleeding, tissue destruction, and nerve or muscle damage. Internal injuries might not be immediately apparent to the vic-tim or observers; however, left untreated, they can result in death. Muscles contract violently when stimulated by excessive electricity. These involuntary contrac-tions can damage muscles, tendons, and ligaments and might even cause broken bones. If the victim is holding an electrocuting object, hand muscles might contract, making it impossible to drop the object to avoid prolonging contact with the current. Injury or death might result when violent muscle contractions cause workers to fall from ladders and scaffolds or strike other objects inadvertently.

the safety modelIntroducing the classic safety model as part of an electrical hazard awareness ori-entation gives employees a framework for safe work practices and encourages them to understand their jobs well enough to avoid the potential pitfalls of working with or around electricity. The safety model directs employees to:1. Recognize the hazards in their envi-ronment to avoid or control them. Dis-cussion and planning with supervisors and co-workers can increase awareness of less obvious hazards and reduce the risk of injuries for all.2. Evaluate the risk of injury from each identified hazard to apply the appropri-ate method of control. It’s important

to emphasize that risk evaluation is an ongoing process because of constant changes in the workplace, such as shift changes and variability in weather.3. Control hazards based on the evalu-ation of risks associated with each job and worksite. Methods of control might range from posting warning signs in a work area or replacing frayed extension cords to bringing in qualified electri-cal workers to execute more technical safety procedures, such as locking out and tagging electrical panels before maintenance is done.

The safety model is a common-sense approach to electrical safety awareness that can establish a mindset of alertness and vigilance in all workers and en-courage consistent, safe work practices.

major hazards and appropriate prevention strategiesEffective electrical safety awareness train-ing should address the major hazards that employees encounter and appropriate strategies for avoidance or prevention. While each facility has specific risks, machinery, and other factors, OSHA compiled a list of the hazards that cause the most frequent electrical injuries.

Contact with power lines: Overhead and buried power lines are especially haz-ardous because they carry extremely high voltage. Possible strategies to minimize risk could include calling the local utility to deenergize and ground the power lines or to protect the overhead power lines

CUrrent level proBaBle effeCt on hUman Body

1 ma Perception level. Slight tingling sensation. Still dangerous under certain conditions.

5 ma Slight shock felt; not painful but disturbing. average individual can let go. However, strong involuntary reac-tions to shocks in this range might lead to injuries.

6-30 ma Painful shock, muscular control is lost. this is called the freezing current or “let-go” range.

50-150 ma extreme pain, respiratory arrest, severe muscular contractions. individual can’t let go. Death is possible.

1,000-4,300 ma Ventricular fibrillation (the rhythmic pumping action of the heart ceases). Muscular contraction and nerve damage occur. Death is most likely.

10,000 ma cardiac arrest, severe burns and probable death.


safety / electrical


with insulation, training workers as spot-ters, using a service to locate the under-ground power lines, requiring employees to maintain a distance of at least 10 ft. from power lines, and providing non-conductive wood or fiberglass ladders when working near power lines.

Lack of ground-fault protection: Regular and repeated use of electrical equipment can cause wear and tear that results in insulation breaks, short circuits, and exposed wires. Without protection, a ground fault can send current through a worker’s body, causing serious injury and possibly death. Employees who regularly use power tools and other electrical equip-ment should receive awareness training about ground-fault circuit interrupters and the assured grounding program. They also should be trained to inspect all electri-cal equipment visually before use and to remove from service any equipment with frayed cords, missing ground prongs, or cracked tool casings.

Equipment not used according to manufacturer’s requirements: If electrical equipment is used in ways for which it’s not designed, employers can no longer de-pend on the manufacturer’s built-in safety features. Common examples of misuse include attaching ungrounded, two-prong adapter plugs to three-prong cords and tools; using modified cords or tools, such as removed ground prongs, face plates, or insulation; and using tools with worn insu-lation or exposed wires. Employees should be strongly advised in electrical safety orientation to use equipment according to the manufacturer’s instructions and to refrain from modifying cords or using them incorrectly.

Improper use of extension and flex-ible cords: The normal wear and tear on extension and flexible cords can loosen or expose wires, producing hazardous condi-tions. Cords that aren’t three-wire type, not designed for hard-service, or have been

modified increase the risk of contacting electrical current. Also, improper use of extension cords, such as anchoring them with nails or staples, can pose a serious risk. To avoid these common problems, workers should be trained to inspect cords continually and remove from service or report to their supervisors cords that have been modified or found not to be marked for hard or extra-hard use. Employees also can extend the life of cords by removing them from receptacles by pulling on the plugs, not the cords.

Lack of appropriate barriers and warning/caution signs: Since many employees who aren’t qualified electri-cal workers face exposure to electrical hazards every day, they should be trained and encouraged to recognize risks and respond appropriately to protect not only themselves but also their coworkers. One of the most obvious safety precautions employers can take is setting up barri-ers or warning signs to alert employees to potential danger. Unfortunately, they are sometimes overlooked. While non-electrical workers don’t have the technical training to correct many electrical hazard situations, they should be trained not only to heed barriers and warning signs but also to alert management of the need for barriers or signs when they recognize potential danger.

LOtO and PPeLockout/tagout (LOTO) refers to a specific process to safeguard employees from the unexpected energization or startup of machinery and equipment, or the release of hazardous energy during service or maintenance activities. An authorized qualified electrical employee turns off and disconnects the machinery or equipment from its energy sources, locks and/or tags the energy-isolating devices to prevent the release of hazardous energy, and takes steps to verify that the energy has been

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PS1009_FPA.indd 35 8/25/10 9:47 PM


isolated e� ectively. A� ected employees are required to use the lockout/tagout process also. Employees should be trained to recog-nize a locked and tagged electrical source and to understand how the LOTO process a� ects their speci� c work areas.

Employers are required to train quali� ed electrical employees. Although non-electrical employees shouldn’t be working on electrical systems, they are nonetheless o� en exposed to electrical hazards, and should be wearing the same level of PPE that the electrical workers wear. O� ering a brief overview of PPE with a demonstration of the proper use of basic equipment might prove bene� cial, especially in case of an electrical emergency.

REPORTING HAZARDS AND FOLLOW-UP TRAININGOne of the most important aspects of electrical safety awareness training is to encourage employees to alert supervisors of any concerns they have regarding potential electrical hazards. Employees o� en feel intimidated and reluctant to rock the boat, but employers who encourage open com-munication know that accident prevention isn’t only the right approach, but a practi-cal one as well. A company might sustain far greater costs in injuries, liability, and lost time by ignoring employee concerns than they would incur by listening to their frontline workers and taking appropriate protective measures to prevent accidents.

A� er the initial orientation on electri-cal safety and hazard awareness, it’s vital to follow up with periodic updates as needed to maintain a safety mindset. Em-ployees need to be noti� ed on a regular basis of changes in or additions to their workplace that could a� ect their work. Electrical safety awareness information can be incorporated as part of regular sta� meetings. Emergency response preparedness also is a vital component of hazard awareness, and basic drills should be conducted so that employees are ready for emergencies, including electrical.

Michael Sa is a safety consultant with the OSHA Training Center. Contact him at [email protected] and (866) 936-6742.

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Energy-conserving rotating equipment components and advanced maintenance technologies can help an enterprise meet its environmental objectives and achieve greater overall sustainability. Bene� ts include more e� cient use of energy and raw materials, re-duced waste in manufacturing processes, minimized environmental assaults, and reduced carbon and other emissions.

Plant managers, maintenance professionals and others charged with improving sustainability have a greater range of options available than ever before. � ese include rolling bearings and bearing units that are optimized for low-friction, energy-con-serving operation, highly accurate lubricant-dispensing systems, and laser-equipped alignment instruments.

ULTRA-EFFICIENT ROTATING COMPONENTSSha� bearings directly a� ect a plant’s productivity, energy use, and overall sustainability. As more attention has focused on sus-tainability during the past decade, technical innovations result in new generations of highly e� cient rolling bearings.

One example is energy-e� cient deep-groove ball bearings de-signed for light- and medium-load applications in electric motors, pumps, conveyors, and fans.

Equipped with an optimized internal geometry, these bearings consume 30% to 50% less energy than standard deep-groove ball bearings in similar applications.

� eir low-friction performance was con� rmed by tests conducted on a 3-kW electric motor. � e free running time of various bearings was measured a� er power to the motor was switched o� . � e energy-e� cient bearings ran 50% longer a� er power shutdown than standard deep groove ball bearings.

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reliability / power transmission

prevent grease from entering the waste stream.In one case, a company in the northwestern United States

replaced cast-iron pillow blocks with lubed-for-life bearing units on its multi-lane sorting machinery used for apple pro-cessing. The conventional pillow blocks had sustained rusting and lubricant washout and had a life expectancy of only three months. The new bearings featured corrosion-resistant com-posite housings.

After the test period proved successful, the company spec-ified the lubed-for-life composite units as drop-in replace-ments for the conventional cast-iron units. The composite units feature specially coated insert bearings and stainless steel sealing components. They withstand high-pressure washdowns without purging grease and are lubricated with USDA-approved food-grade grease.

Equipped with these bearing units, the upgraded apple sorters have operated for a full year without requiring any bearing-related service.

Studies estimate that, in a typical application, these lubed-for-life units save more than 100 oz. of grease per unit annually. De-pending on the number of units, in a single year a plant can keep many thousands of ounces of grease out of the environment.

Waste-reducing lube dispensersMost bearings require periodic relubrication. For reasons of productivity and sustainability, it’s important to follow correct lubrication practices and avoid underlubricating or overlubricating.Underlubrication can cause metal-to-metal contact between bearing components and eventual bearing failure. Overlu-brication causes churning, which results in higher operating temperatures and lubricant degradation. On the macro level, excessive lubrication throughout a plant increases lubricant consumption and waste.

Automatic dispensing systems can keep lubricant usage under control. They deliver a steady flow of lubricant di-rectly to machine points, supplying just the right amount of lubricant needed.

One popular type of single-point lubricator is a self-contained, electromechanically driven unit consisting of a battery-operated motor and a lubricant canister. The canis-

ter can hold 250 ml of either grease or oil. When activated, the motor drives a piston that dispenses the lubricant at the preset user-selected rate. This single-point lubricator can be mounted remotely to lubricate bearings in areas with high temperatures or excessive vibration.

Higher-capacity, multi-point lubricators are intended for heavy-duty applications such as hot gas fans and calendar rolls in paper mills. These systems distribute grease or oil from a central canister through as many as eight feed lines.

Manual relubing is still the norm in many applications. It can be difficult, however, to measure the amount of grease injected using manual methods. Grease meters can provide a sustainable solution. They can measure grease quantities by volume or weight accurately and display the amounts on built-in screens. They’re usually compatible with a variety of grease guns and pumps.

green lubricantsLubricant formulation represents another sustainability issue. A growing number of biodegradable “green” greases are available for applications if environmental contamination is a concern. One such lubricant, a low-toxicity, synthetic ester oil-based grease, is designed for water treatment, irrigation, agricultural, forestry, construction, mining, and other such applications.

The grease, intended for use in ball and roller bearings and spherical plain bearings, complies with government regulations on toxicity and biodegradability. It exhibits good performance in low-temperature startups and has superior corrosion-inhibiting properties.

HigH-accuracy alignment instrumentsThe shafts on rotating machinery must be aligned properly to maximize mechanical efficiency. Shaft misalignment and related problems impair productivity and consume additional

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tOpic searcHselection algorithm “selecting the right bearing”Wooden bearings “pick bearings off a tree”graphite-metal bearings “five bearing killers”powertrain pdm “avoid the rolling thunder”bearings “How to not ruin fan bearings” for more, search www.plantservices.com using the keywords alignment, bearing, and lubricant.

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RELIABILITY / POWER TRANSMISSION

resources. Advanced alignment tech-nologies can improve and simplify the alignment process.

A laser-equipped sha� alignment tool, for example, displays live alignment values, simpli� es making instant adjust-ments and corrections (Figure 1). � is allows alignment to be completed more quickly than with traditional methods. � e tool’s “so� foot” function veri� es that machine mountings are stable and secure. � e alignment values and set-tings in these units can be stored easily and uploaded via USB cable to a PC.

A major food and beverage manu-facturer found that vibration analysis revealed that alignment problems were harming machine performance. � e plant used laser alignment instruments to cut energy consumption by 8% in a large group of its pumps and motors.

A� er the pumps and motors were aligned correctly, energy usage dropped by 30 kW per day, netting an annual savings of more than $28,000, as well as a reduction in unplanned downtime and a decrease in the consumption of spare parts.

Misalignment also a� ects V-belt drives, synchronous belt drives, and timing belts. It increases pulley and belt wear and consumes excessive energy. Specialized belt alignment instruments can help belts run more e� ciently. One such instrument uses a laser and a receiver. � e tool facilitates aligning pulleys of varying widths and with dissimilar faces, allowing belts to ride in pulley grooves. � is reduces friction during operation.

ENERGY-SAVING INDUCTION HEATERSElectrical power o� en is needed to install rotating equipment components, especially large bearings, housings, gear wheels, and couplings. Modern versions of the electrically powered induction heater, a widely used device, are avail-able with energy-conserving features. One line, for example, features advanced electronics and a dual-coil design. � ese devices can heat large bearings or other components weighing as much as 2,600

lbs., consuming only 20 kVA of electric-ity – a 50% reduction compared with conventional induction heaters. Modern heaters have ergonomically designed yokes with a sliding arm, which allows users to load components without li� ing and removing the yokes. � e compo-

nents are demagnetized automatically a� er the heating cycle is complete.

Paul Michalicka is a sales manager for SKF USA, Inc., in Lansdale, Pa. He can be reached at [email protected] and (416) 299-2894.

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HVAC/R refrigeration coils are leaking at an alarming rate in industrial, commercial, and residential applications. While the reasons are many, chemicals ranging from household clean-ers to industrial process compounds are the main culprits that produce leaks and pitting corrosion on all types of coils.

Many HVAC manufacturers, distributors, and contrac-tors might not realize that corrosion caused hundreds of thousands of coil failures during the past decade. � e source is environmental pollutants, household cleaning agents, pesticides, formaldehydes, building materials, and even o� -gassing of food. Each contamination source can corrode coil tubing in a year or less, if the conditions are right (Figure 1).

For example, refrigeration coils in a South American fruit processing plant’s banana room were continually failing. � e chamber used ethylene gas to ripen the fruit. Byprod-ucts from the gas generator combined with moisture in the ripening area to form a weak acid that produced pinhole leaks in the coil tubing a� er a year or less.

Also, most coastal area HVAC equipment is bombarded with corrosion caused by ocean salt (Figure 2).

TYPES OF COIL CORROSION� e most common forms of coil corrosion are pitting and formicary corrosion. Both can occur in as little as a few weeks, but most corrosion begins appearing within a one-to-four-year period. � e ability to distinguish pitting from for-micary corrosion might help detect and eliminate the cause.

Pitting corrosion (Figure 3) is typically caused by chlo-rides or � uorides. Chlorides are found in snow-melting crystals, toilet bowl/tile cleaners, dishwasher detergents, fabric so� eners, vinyl fabrics, carpeting, and paint strippers.

IT’S THE WATER

Figure 1. Continuous contact with contaminated condensate caused this corrosion.

SEA TO SHINING SEA

Figure 2. This corroded coil is from a coastal area.

PS1009_45_48_hvac.indd 45 8/26/10 10:56 AM


Reliability / HVAC

Fluorides are used in municipal water treatment. Pitting usually is visible to the naked eye on the exterior of a copper tube. It’s caused by chloride/fluoride ions that condensate carries to the metal surface. The cations attack the oxide film the metal uses to protect itself, essentially forming a corrosion-driven battery that consumes the copper. Once pits form, they progress through the tube wall forming a pinhole that leaks refrigerant.

Formicary corrosion (Figure 4), on the other hand, is caused by organic acids. Acetic acid is abundant in numer-ous household products such as adhesives, paneling, particle board, silicone caulking, cleaning solvents, vinegar, foam insulation, and dozens of other products. Formic acid can be found in cosmetics, disinfectants, tobacco, wood smoke, latex paints, plywood, and dozens of other materials. The corrosion these substances cause usually isn’t visible to the naked eye, although black or blue-gray deposits sometimes appear. Formicary corrosion produces a network of micro-scopic tunnels within the tubing wall. It resembles ant nest-type structures that are substantially larger than the surface pinholes. Eventually, one or more progresses to the surface and forms a pinhole, which quickly results in coil leakage.

Choosing the Right CoatingWhen confronting coil corrosion, first determine if it will recur after replacement. It’s difficult to know if corrosion is a one-time phenomenon or a continuing problem in that loca-tion. In the case of the banana processing plant or a coastal area unit, coils most likely will corrode continually, and their replacement units should have a protective coating.

In less corrosive environments, you can attempt to pre-vent corrosive materials from entering the return air stream. You can store these materials in areas far from a return duct. This might eliminate the need to coat a replacement unit.

Choosing the most appropriate coating could save thou-sands of dollars and eliminate repeat treatments. The wrong coil coating could degrade heat transfer and lead to higher energy bills. Heat transfer is a major concern when coating a coil, especially in a retrofit, because the coil might no longer perform at its design specification. The thinner the coating, the better the heat transfer. Another concern is the coating’s hydrophobicity, or how well it sheds condensate. Ideally, water would drain off of the coil quickly. Surface water accumulation is detrimental because it can lead to mold and mildew. Most coatings don’t resist biological growth, but high hydrophobicity can passively deter such growth.

the ChoiCesThe four most prominent HVAC coatings are polyurethanes, epoxies, fluoropolymers, and silanes. Each offers differing corrosion resistance, scratch resistance, flexibility, weight, thickness, hydrophobicity, and heat transfer.

Polyurethane (PU), invented in the 1940s, can be manu-factured as hard as fiberglass, bouncy as rubber, sticky as glue, and soft as upholstery foam. Many off-the-shelf PU-based coil coatings can be field-applied. PU formulations are fairly inexpensive, less viscous, more flexible, and thinner – typically 25 microns to 50 microns – than most coatings. But, they aren’t as resilient or long-lasting as other coatings.

Epoxy, or phenolic-based, coatings generally are the cheapest. Developed in the late 1920s, they’re known for excellent chemical and heat resistance and often are used for coating floors and other surfaces. The high viscosity of epoxy-based systems leads to thicker coatings – approxi-

toPiC seaRChhePa filters “Waging the battle against dirty air”Chiller tips “10 tips for improving chiller efficiency”Finance “selling your hVaC project”Refrigeration “10 cooler ideas”Reheat coils “Watch those hVaC reheat systems”

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PS1009_45_48_hvac.indd 46 8/26/10 10:56 AM


Reliability / HVAC

mately 50 microns to 100 microns – with poor flexibility and adherence. Epoxy is difficult to apply in the field. Typically, the coil is disconnected and shipped to a contractor or OEM for treatment. Because they’re thicker, epoxy coatings reduce heat transfer, system efficiency, and capacity. Epoxy coatings might best suit new installations where heat transfer losses

are accounted for in the system design specifications.Fluoropolymers, first developed in 1938 by DuPont, are

available in many forms under a variety of trade names. They’re known for their high resistance to acids, solvents, and bases. They’re most effectively applied to metal through electrostatic powder coating or by a thermal sin-

Go deep

Figure 3. This cross-section shows the results of pitting corrosion.

invisible to the naked eye

Figure 4. This cross-section shows how deep-seated formicary corrosion can penetrate a copper tube.

PS1009_45_48_hvac.indd 47 8/26/10 10:56 AM


Reliability / HVAC

tering, as is done for cookware and other non-stick products.

Additionally, many field-applied fluoropolymer sprays are available. These sprays generally have poor ad-hesion, and their effectiveness quickly diminishes significantly. The cost of

fluoropolymer-based field-use coatings typically is less than the more ad-vanced epoxy- and PU-based coatings, but the lifetime and effectiveness are limited. Fluoropolymer coatings ap-plied in the correct manner, through thermal sintering or electrocoating,

haven’t gained traction in the industry because of the expense and the inabil-ity to apply those coatings in the field.

Silanes are excellent coupling agents that can bond dissimilar materials such as paint (an organic material) and glass (an inorganic material). A variety of silanes are available, many of which are tailored for particular characteristics such as flexibility, hydrophobicity, and scratch-resistance. Thus, a properly formulated silane coating can provide a flexible, resilient glass-like coating with good cor-rosion resistance and water-draining ca-pability that bonds well to aluminum and copper (an inorganic material). Silanes form an extremely thin coating – less than 10 microns – when cured, that has little, if any, adverse effects on heat trans-fer. Silanes are resilient to cracking and corrosion, are hydrophobic, and reduce airflow friction. Silanes can be difficult to apply properly in the field if you’re not a trained applicator. The coil surfaces must be cleaned thoroughly and prepared properly for a successful application, and therefore it’s best if the coating is applied off-site. Although silane coatings typi-cally are somewhat more expensive than the other coatings, they also exhibit the best heat transfer properties and typically have a much greater lifetime.

Our research indicates that a silane-based coating provides the best pro-tection from the environment and has minimal effect on heat transfer while remaining a long-lasting barrier that protects an HVAC coil against corro-sion for an extended time – typically five years or more.

Each coating technology carries different levels of toxicity. A service technician who is planning to apply any of these coatings in the field should be outfitted with proper OSHA equipment and the appropriate breath-ing apparatus.

Joshua D. Sole, Ph.D., is senior mechani-cal engineer and alan H. brothers, Ph.D., is senior materials engineer at Mainstream engineering Corp., Rockledge, Fla. Con-tact them at (321) 631-3550.

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in the trenches

Bo Degas was Acme’s regional sales manager operating out of the company’s home office in Acmeville, a small town at the end of the only railroad right of way in the county. His job was to sell to and maintain good relations with some of the larger customers in the state. He either drove to his ap-pointments or flew out of the local airport, as appropriate.

A few years ago, Bo chaired the committee that implemented Acme’s first codified standard operating practices. Among other guidelines, the document said that a violation of any federal, state, county, or municipal law constitutes grounds for immediate dismissal of any Acme employee involved.

After work every Friday, Bo attended a gathering of his fraternal lodge brothers at which he ate dinner and drank the group’s famous barley wine. He always left his company car with its identifying logo in a prominent location in the lodge’s parking lot.

During the drive home one evening, Bo rear-ended an-other vehicle, which wrecked his car and sent the passengers of the other vehicle to the hospital. Bo’s blood alcohol level was measured at the scene as 0.23 g/L, several times the state’s legal limit. This triggered an immediate suspension of his driver’s license.

On Saturday morning, he called Shannon D’Ore, his supervisor, to tell her that he was involved in a vehicle ac-cident, that he wasn’t hurt, and that he’d be in to work on Monday morning.

On Monday, Bo gave Shannon more details about the ac-cident and revealed that he might be charged for driving un-der the influence of alcohol. Bo swore that he didn’t have an alcohol problem, but Shannon suggested he take advantage of Acme’s employee assistance program (EAP) for referral to appropriate treatment, just in case. Bo agreed and enrolled himself that morning.

Small towns being what they are, the newspapers began making a big deal about the story of the DUI executive. Later on Monday, Shannon contacted several Acme em-ployees to ask if they would be interested in driving Bo on some of his rounds to the local clients. None volunteered for that job.

Late Monday afternoon, Shannon conferred with Acme’s operations vice president to discuss Bo’s situation. They noted his more or less frequent arguments with coworkers and his apparent memory lapses. They concluded that Bo should be placed on paid administrative leave until things settle down.

Bo was diligent about giving Shannon a daily update on his progress with the EAP counseling and alcohol rehab. Bo’s wife chauffeured him to and from work until his driver’s license was returned to him.

The following Monday, Shannon sent Bo a registered let-ter to inform him that he was terminated based on factors that each justify termination. Shannon cited Bo’s various documented errors in judgment, his inability to perform the assigned work for lack of a driver’s license, and conduct unbecoming an executive at Acme’s home office.

Bo replied that he hadn’t been convicted of the DUI and the license had only been revoked temporarily. Nevertheless, Bo filed a suit under the ADA, claiming that Acme discriminated against his disability – alcoholism – and refused to provide him any reasonable accommodation for his condition.

How could this situation have been prevented? Is this a case of trying to dodge personal responsibility for one’s actions? Would it have made any difference if Bo found his own ac-commodation for a missing driver’s license? Does having an employee assistance plan constitute sufficient accommoda-tion? How closely should a company monitor an employee’s off-hour activities?

A PLAnt enGineer sAYs:This situation could have been prevented if Bo didn’t drive while under the influence of alcohol. I believe he’s trying to dodge personal responsibility for his actions. Acme has clear

Driven to DrinkAcme learns what happens when an employee overindulges

PS1009_49_51_Trench.indd 49 8/25/10 9:13 PM

in the trenches

standards in place concerning conduct. If Bo didn’t want to abide by those standards, he should have left when they were put in place. Does a company not have the right to expect a certain standard of behavior for its executives? Bo drives a company vehicle with the company identity on the side. That carries a greater level of responsibility than most others who work for the company but drive their own vehicles. Bo’s

driving status isn’t the case here. It’s the actions that led up to the accident that are important. Having someone drive Bo isn’t the answer. Bo living up to company standards is. People who operate company vehicles, whether automo-biles, trucks, or powered industrial lifts, can’t be allowed to operate those vehicles while under the influence of alcohol or drugs. To do so is an offense worthy of dismissal in many,

if not most, companies. If Bo were operating a powered industrial lift and had an accident, he’d have been tested for drugs and alcohol. If the test were positive, he would have been let go. The same standard should apply to those driving company vehicles. Bo must go.Jeffrey L. strasser, Bacova Guild(540) 863-2656, [email protected]

An AcADeMiciAn sAYs:Both alcoholism and drug use are considered disabilities and are covered by the Americans with Disabilities Act, and the employer must provide “reasonable accommoda-tion,” including adjustments to the work schedule to allow for ongoing treatment, as well as adjustments in job duties. However, the “disabled” worker is to be held to the same work standards as workers who aren’t disabled, and failure to perform at these standards is grounds for dismissal.

Acme’s process for handling Bo is pretty standard – a warning from HR, then a referral to an alcohol treatment facility, and then some way to monitor the employee’s par-ticipation in treatment. However, Acme might have been a little quick to terminate Bo. He was on administrative leave

how cLoseLY An eMpLoYer shouLD Monitor An eMpLoYee’s off-hour AnD off-preMises conDuct hAs Been the suBJect of Much DeBAte.

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PS1009_49_51_Trench.indd 50 8/25/10 9:14 PM

during the treatment, and thus Acme couldn’t determine whether his behavior, after a reasonable time in treatment, actually met Acme standards. My suggestion would have been to bring Bo back to work, maybe with adjusted work duties, after he completes a specified time in treatment and monitor his performance. If he doesn’t meet standards post-treatment, then termination is appropriate.Professor Homer H. Johnson, Ph.D., Loyola University Chicago(312) 915-6682, [email protected]

AN ATTORNEY SAYS:As this scenario indicates, dealing with an employee having an alcohol problem or predilection can be tricky. Even if alcoholism is protected as a disability under state or federal law, an employer need not take unreasonable measures to accommodate an employee. It would be unreasonable to allow an alcoholic to work while under the influence or to let him drive a car while intoxicated or without a license, for example. The most likely kind of accommodation an em-ployer would be required to provide an alcoholic employee would be a leave of absence to obtain treatment. Acme pro-vided Bo with a leave, but while he was on leave, it reconsid-

ered the situation and made a decision to terminate him for conduct unbecoming an executive. These issues can arise in a variety of circumstances – an employee arrested for child abuse, for example – when the wrongdoing has no relation-ship to the employee’s work or his ability to perform the job but merely affects the company’s reputation. There’s no law that precludes an employer from terminating an employee who has engaged in conduct reflecting adversely on the employer. But if Bo could prove that Acme didn’t terminate another employee who engaged in similarly inappropriate conduct who was not an alcoholic, it would add fuel to his ADA claim. How closely an employer should monitor an employee’s off-hour and off-premises conduct has been the subject of much debate. When employers began terminating employees for overeating or smoking, for example, various states passed laws to combat that trend. Typically, those laws prohibit an employer from terminating an employee for engaging in legal conduct while off work. But in the last analysis here, Bo has no one but himself to blame for driving under the influence and causing physical injury.Julie Badel, partner, Epstein Becker & Green, P.C.(312) 499-1418, [email protected]

PS1009_49_51_Trench.indd 51 8/25/10 9:15 PM

PS1009_FPA.indd 52 8/25/10 9:49 PM

product focus


capture and analyze machinery problemsThe Vibxpert II is rugged and lightweight, and it combines a rapid processor with a color VGA display. It offers Fmax of 51 KHz and 102,400 lines of resolution. The one-channel device can be upgraded to two individually configured channels without hardware changes. Collect and store 8 GB worth of vibrations, bearing conditions, process data, and visual inspection information for report generation and transfer to Omnitrend software for further analysis, report-ing, and archiving. An icon-driven platform offers com-prehensive functionality diagnosising vibration problems. Capabilities include order spectrum, phase, cepstrum, cross-channel phase, orbits, run-up and coast-down measure-ments, bump test, and negative averaging.ludeca(305) 591-8935 / www.ludeca.com

auto-darkening helmets Use these Miller Electric Digital

Elite Series auto-darkening weld-ing helmets for welding, cutting, and grinding. The Digital Elite series also switches between four modes – welding, cutting, grinding, and X-mode – while retaining the user’s prefer-ences for shade, sensitivity, and delay. The X-mode uses four independent arc sensors to sense the arc electromagnetically in 50

msec, providing full protec-tion when there’s an arc present, but the sensors are obstructed. It’s available in three graphic designs, as well as in a standard black. Weighing in at 18 oz., the helmets come with five outside and two inside replacement cover lenses.miller electric mfg. co.(800) 426-4553 / www.millerwelds.com

fast-cure adhesive anchor system meets the latest building codesHIT-HY 150 MAX fast-cure adhesive anchor system improves productivity and fully cures in 30 minutes at 68° F. It meets ICC-ES Ac-ceptance Criteria AC308 for anchoring and rebar applications and is designed for use in uncracked concrete. It provides reliable fastening with in-service base materials up to 248° F (with appropri-ate reduction). It is compliant with the 2003/2006 IBC and is packaged in foil packs.hilti(800) 879-8000 / www.us.hilti.com

designed for multiple cleaning challengesStoneAge’s 3-D Torus for tank cleaning is designed for mul-tiple cleaning challenges. It operates under pressures from 2k psi to 22k psi by simply changing the manifold and inlet coupling. Four inlet couplings and three interchangeable manifolds are adjustable to handle flows from 17 gpm to 80 gpm. The 3-D Torus comes with 2- and 8-in. arms - longer extensions are also available. The Torus is designed to be long-lasting and durable. Operators can adjust the magnetic speed control to select rotation speed. The dial adjusts easily to decrease the speed for difficult applications and increase the speed for the easier applications. If the arms hit an obstruction, the tool simply stops rotating, and there are no broken gears to repair or replace.stoneage(866) 795-1586 / www.stoneagetools.com

PS1009_53_54_Products.indd 53 8/25/10 9:15 PM


PRODUCT FOCUS

PReSSURe blOweRS have SelF-Cleaning CaST alUminUm wheelSContinental Fan’s PRD radial blade pressure blowers are dynamically balanced with a compact design, welded steel housing, and motor base. The self-cleaning cast aluminum wheels are suited for exhaust systems that are laden with dust

or grit. The blowers also are capable of supplying high-pressure air for cooling applications and for convey-

ing systems. The radial blade pressure blower’s features include polyester powder coat finish, single-phase or three-phase TEFC motors, CW bottom horizontal discharge field-adjustable to eight positions, sizes from 8- to 14-in. diameter, and capacities up to 2,100 cfm.Continental Fan manufacturing, inc.(800) 779-4021 / www.continentalfan.com

bi-DiReCTiOnal PigSFOR PiPeline CleaningProcess Pigging Systems added several sizes of bi-directional pigs for sanitary pipelines. Constructed of FDA-approved, medical-grade silicone, these pigs fit Schedule 10 pipe ranging 1 to 4 in. They achieve product recovery rates of 99% and can negotiate 90° 1.5-diameter elbows. They can be steam-cleaned to more than 120º C be-tween batches without degradation. The bi-directional pigs can be supplied as part of a pigging system, which allows the injection of the pig into an encapsulated sanitary system to recover product or remove cleaning fluids from the pipeline between batches. Pigs are propelled through the pipeline by compressed air, nitrogen, carbon dioxide, water, or the next material to be used in production to achieve 99% recovery.Process Pigging Systems(513) 731-6005 / www.processpigging.com

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mro marketplace

oil Skimming applicationS Sourcebook Abanaki’s 29-page handbook offers ap-plication notes on 29 real-world implemen-tations of oil skimming, the lowest cost way to remove oil from water. Indexed by industry and application, readers quickly find case studies for their situations. Sections include consulting engineering, machining, manufacturing, utilities, coolant, grease/water separation, groundwater re-mediation, oil/water separation, and wastewater. Call (800) 358-7546 (SKIM) or visit www.abanaki.com/008.

abanaki

coxreelS catalogCoxreels full-color catalog showcases the expanding line of Coxreels high-quality pro-fessional grade hose, cord, and cable reels. The catalog’s clean format navigates easily and makes ordering options and accessories for your reel a snap. Choose from a variety of mounting brackets, roller guide options, motor speed controllers, and so much more. Visit www.coxreels.com.

coxreels

1/4 ton oF reFrigerationEXAIR Vortex Tubes produce up to 10,200 Btu/hr. with no moving parts. Stainless Steel Vortex Tubes convert an ordinary supply of com-pressed air into two streams; one hot and one cold. Temperatures are adjustable from -50° to +250°F. Applications include cooling hot melts, cutting tools, welding horns, electronic controls, soldered parts and gas samples. Call 800-903-9247 or visit www.exair.com/85/130.htm.

exair corporation

liFt truckThe Hyster H50CT lift truck is cost effec-tive and provides the right balance of pro-ductivity, dependability and durability for moderate-duty applications. Smart design and solid construction strike the perfect bal-ance between the number of loads and fuel

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color DiSplaY Vibration analYZer/balancerThe new VIBXPERT II advanced analyzer combines the advantages of a rapid pro-cessor with a brilliant energy-efficient full color VGA display. Enhanced with an Fmax of 51KHz and up to 102,400 lines of resolution, all machinery vibration and balancing problems can be captured and easily analyzed with VIBXPERT. Call (305) 591-8935 or visit www.ludeca.com/vibxpert.

ludeca inc.

energY eFFiciencYThe EES multiplies energy savings of the already efficient Sullair compressors. Heat of compression is recovered for heating or pre-heated air for various processes. When not required, heat is rejected out-of-doors. Annual energy savings for a 100 hp EES compressor may reach $10,993. Payback in as little as 7 months. Call (800) SULLAIR.

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tHermal imager SerieS For preDictiVe anD preVentiVe maintenance

The testo 881 Thermal Imagers feature a range of convenient features including <0.05ºC NETD sensitiv-ity, voice recording, telephoto lens, and integrated digital camera. It also includes an advanced software pack-age and a Dynamic Motor Focus for true one-hand operation. For more information visit www.testo.com/thermal or call (800) 227-0729.

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testo 881

Thermal ImagerTesto 881 Thermal Imager forPreventive and Predictive Maintenance

The testo 881 thermal imaging camera can quickly andaccurately discover thermal anomalies and weak spots inindustrial plants and manufacturing facilities. Used regularlyas a predictive maintenance and monitoring tool, it can saveyou thousands of dollars by safely pinpointing potentialproblems and avoiding costly downtimes and repairs.

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• Integrated camera captures thermal and visual images simultaneously

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The PerfecT energy STormreliability, cost, and environmental factors can affect availability

reading recent headlines, it’s impossible not to ask whether we’re in a perfect storm in which fears around energy-supply reliability, cost, and environmental effects are coming together. If we’re in that perfect energy storm, deep and effective productivity improvement are needed in energy management and innovation. If the fears are ground-less, those that achieve the highest productivity and innova-tion levels are likely to gain a substantial edge over their rivals. This column was written on a transatlantic flight that prompted thoughts about energy innovation, management, and competition.

The oil spill in the gulf was the largest in history, with the full effects still unknown, and draws attention to our oil dependence. About 70% of our oil is imported and mostly used in vehicles that, on average, use more than twice as much fuel per passenger mile as in Germany. With a billion Chinese citizens getting on the road, how much longer can our oil-use patterns be sustained? Countries are attacking this in many innovative ways. In the process, they’re building new industries, including high-speed rail, electric cars, super-efficient clean diesel hybrids, and completely new ideas such as the Chinese “people mover” concept that will straddle freeways with cars driving un-derneath. Some ideas will go the way of the steam-powered airship. Some will be the multi-billion-dollar corporations of the future.

Electricity supply in the United States has grown vulner-able. The number of blackouts is increasing. In the least reliable regions, they total more than 200 minutes a year, and in the most reliable regions they last more than 90 minutes annually. These exclude those caused by hurricanes or ice storms. The imperative to slow or reverse demand is triggering all kinds of innovation – from smart grids to new approaches for building efficiency and management, distrib-uted cogeneration, and renewable generation.

My hotel in Copenhagen, Denmark, had triple-glazed

windows and integrated controls. It was clad with solar pan-els and connected to district heating and cooling, energized by a combination of renewable, waste, and fossil energy supplies. It was within two minutes of light and heavy rail, located in a business park that included hundreds of homes and offices. It even had a current energy-performance cer-tificate displayed in the lobby. This approach to building and neighborhood design reduces electricity and other energy consumption.

Some countries are reducing parasitic electricity demand with deep-standby requirements. Some are developing net-worked cooling systems fed by waste-heat from industry and power plants. Helsinki, Finland, is considering using waste-heat from a nuclear plant to heat and cool the city. Industry is reacting to grid vulnerabilities with greater electrical efficiency, improved management and control, and on-site clean and renewable generation.

Globally, the past decade was the warmest in recorded history, with June temperatures hitting an all-time record. A heat storm caused fires across Russia, with record tempera-tures and smoke causing 350 deaths a day in Moscow. The Russian and the Ukrainian grain fields that feed millions are damaged and exports are restricted. Floods of unprec-edented levels destroyed the livelihood and infrastructure of more than 20 million Pakistanis. China had the worst floods in its history, stretching national rescue efforts and killing hundreds in mudslides. The United States had record heat storms, air-conditioning being one of the major contribu-tions to increased blackouts.

Are these signs of human-induced climate change through energy use? As a pattern, they’re consistent with the climate scientist’s predictions, though any single event can’t be linked definitively to energy use. If the patterns continue, this will accelerate the imperative to fuel and energy ef-ficiency, even faster innovation, and disaster mitigation.

The headlines tell us we’re in a perfect storm around energy. Whether we are or we aren’t, management that fails to consider this possibility might very well end up on the wrong side of history. Assessing both the opportunities and risks is no longer optional and clearly warrants CEO and board-level accountability.

Peter garforth is principal of garforth International LLc, Toledo, ohio. he can be reached at [email protected].

energy exPerT

WITh a bILLIon chIneSe cITIzenS geTTIng on The road, hoW much Longer can our oIL-uSe PaTTernS be SuSTaIned?

peter garforth

PS1009_58_Energy.indd 58 8/25/10 9:17 PM

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