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SPECIAL SECTION: 16-page Global Automation and Manufacturing Summit preview

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with our AC and DC drives
Get more control with less energy
DC drives for efcient
Ironhorse DC drives are suitable for many control applications, all at prices
that wont break your budget.
High-quality AC drives pay
for themselves in a hurry
Variable speed drives can improve your bottom line by reducing your motors
energy consumption. An investment of as little as $99 can start paying of
GS1 AC drives (1/4 to 2 hp) ofer simple Volts/Hertz control for
general purpose applications. Built-in I/O, Modbus communications
capability and programmable preset speeds increase it fexibility.
GS2 AC drives (0.5 to 10 hp) feature built-in PID control, dynamic braking
and Modbus communications.
DuraPULSE AC drives (1 to 100 hp) add sensorless vector control, a
removable keypad that stores up to four diferent application programs
and built-in discrete and analog I/O. Communicate via built-in Modbus or
an optional Ethernet connection.
Excellent low speed control and stability
Confgured with potentiometers no parameters or programming
DC motors coupled with DC drives provide exceptional low speed
torque and power
Research, price, buy at:
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input #1 at
Kaeser Compressors, Inc. 866-516-6888
Built for a lifetime is a trademark of Kaeser Compressors, Inc. 2014 Kaeser Compressors, Inc.
Facts are
stubborn things.
John Adams
As our second president, John Adams focused
on the facts when facing our young nations
challenges. At Kaeser, thats our approach, too.
Its a fact: Compressed air is inherently inefcient.
It takes 8 kW of electricity to deliver 1 kW of power in
compressed air and almost all of the remaining 7 kW is
lost as heat. At Kaeser, we design efcient compressors
with smarter controls and more effective heat recovery,
so you can have more efcient plant air.
Heres another fact: If you operate a compressor,
you cant afford to do business without it. Downtime
is expensive and disruptive. Thats why we build our
products for maximum reliability and easy serviceability.
So when service is needed, it takes less time.
Learn the facts. They point to Kaeser.
Our 25-125 hp compressors feature true direct drive design,
a thermal management system plus built-in heat recovery
options for the ultimate in operational efciency.
it u

input #2 at
If youre thinking productivity, upgrade to a smarter grease.
2014 Exxon Mobil Corporation.
All trademarks used herein are trademarks or registered trademarks of Exxon Mobil Corporation or one of its subsidiaries.
Our greases are engineered smart, right from the start. With an advanced formulation designed to
provide all-around, balanced performance for the severe conditions experienced by todays equipment.
Whats more, our high-technology greases offer a controlled release of oil and additives. They know
just the right amount to release, lubricating for optimum protection. Providing greases that stay
exactly where theyre needed making them easy to use, which can help control maintenance and
replacement costs. Adding up to outstanding productivity. Learn more about our advanced
engineered greases for advanced productivity at
input #3 at PLANT ENGINEERING July/August 2014 3
July/August 2014
Volume 68, No. 6
PLANT ENGINEERING (ISSN 0032-082X, Vol. 68, No. 6, GST #123397457) is published 10x per year, monthly except in January and July, by CFE Media, LLC, 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523.
Jim Langhenry, Group Publisher /Co-Founder; Steve Rourke CEO/COO/Co-Founder. PLANT ENGINEERING copyright 2014 by CFE Media, LLC. All rights reserved. PLANT ENGINEERING is a registered trademark of CFE Media, LLC used
under license. Periodicals postage paid at Oak Brook, IL 60523 and additional mailing offices. Circulation records are maintained at CFE Media, LLC, 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. E-mail: customerservice@ Postmaster: send address changes to PLANT ENGINEERING, 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. Publications Mail Agreement No. 40685520. Return undeliverable Canadian
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to PLANT ENGINEERING, 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. Printed in the USA. CFE Media, LLC does not assume and hereby disclaims any liability to any person for any loss or damage
caused by errors or omissions in the material contained herein, regardless of whether such errors result from negligence, accident or any other cause whatsoever.
34 In her own words:
Mary Barra and the GM crisis
Since taking over as CEO at General Motors at the beginning of the year,
Mary Barras focus has been on dealing with the ignition switch problems
and the lawsuits and Congressional hearings that have followed. In her own
words, Barra talks about GMs failures and its hopes for the future.
It has been a year of turmoil at General Motors, but one Michigan plant, given a second chance after
the companys bankruptcy shuttered it for a time, is making the most of this new opportunity.
From bankruptcy to rebirth
SPECIAL SECTION: Global Automation and Manufacturing Summit preview
IA1-IA16 From insights on employee engagement to an overview of the global manufacturing landscape to
an in-depth look at the new digital manufacturing hub in Chicago, CFE Medias 2014 Summit, part of the
Industrial Automation North America pavilion at the 2014 IMTS Show in Chicago Sept. 8-12 will deliver
high-powered knowledge for plant managers.
After page 68:
input #4 at
Electrical Solutions
37 Remote energy
monitoring improves
plant performance
Offering a cost-effective solution,
modern electric power management
software can prove a critical tool in
any enterprises daily operation.
40 Assessing the performance of
harmonic mitigation alternatives
Looking at the theory of operation for various harmonic mitigation
techniques and their typical real-life performance takes the
guesswork out of harmonic reduction.
Mechanical Solutions
46 Rotating seals or lip seals?
While in no way claiming all lip seal applications
are past their prime, there are now viable alternatives
for an increasingly reliability-focused and energy-
conscious user community.
Maintenance Solutions
49 Safety data collection process
as important as whats collected
Your organization needs to be confident in
the data that it is monitoring and using for the
basis of its actions and rewards. Not address-
ing these common issues will result in an
ineffective program, giving the organization a
false sense of safety or, conversely, an unnec-
essary sense of paranoia.
Automation Solutions
53 The changing plant floor:
From advanced M2M to Internet of Things
Many IoT implementations can be accomplished with the smart
devices and advanced HMI already operating in many plants.
58 Delivering data from
the plant floor
In our very connected world we have been
moving away from a layered architecture
to a near-real-time fluid environment
to dramatically improve the quality of
strategic decisions. This allows plant
managers to make better, faster business. PLANT ENGINEERING July/August 2014 5
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Ph 630-571-4070, Fax 630-214-4504
BOB VAVRA, Content Manager
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717-766-0211, Fax: 717-506-7238
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RICK ELLIS, Audience Management Director
Please e-mail your opinions to
For a 2014 Media Kit or Editorial Calendar,
e-mail Trudy Kelly at
For custom reprints or electronic usage, contact:
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SSM Global Media Ltd. Tel. +44 208 464 5577
Fax +44 208 464 5588
6 July/August 2014 PLANT ENGINEERING
VIDEO: Mobility apps should provide self-direction, freedom
Mobile app design tips: Dont replicate industrial human-machine interface (HMI) screens in mobile
apps, advised Rockwell Automation. Enable, simplify, and do things you couldnt do before when
creating mobile app screens, according to presenters at RSTechED USA. See three pillars of user
enablement for mobile apps and related video.
To watch, scan the QR code or go to
ONLINE: Top 5 Plant Engineering stories online
Here are the Top 5 stories on for July:
Reducing arc fash hazard on switchgear
Optimizing employee engagement across the globe
Compressed air demand: Find and fx leaks
Safety: Is it the sixth S in a 5S system?
Correcting induction motor power factor
Go to for the latest industry news, best
practices, product innovations and manufacturing trends.
Trending New Products Maintenance Electrical Mechanical Energy Management Plant Automation Safety People and Training
Editorial research
People and training
Services available
n Site search engine: Search current and
past articles at by topic,
keyword, author or company name to fnd solutions
to your plant issues.
n Channels, new products
Visit our specialized microsites providing feature
news, products, applications, tutorials and research
for engineering professionals.
n e-Newsletters
Keep current with the latest information
and news with our weekly PlantMail and topic-
specifc electronic newsletters.
n System Integrator Guide
Consult our listing of more than 2,300 automation
system integrators. You can fnd a specifc company
or run a seven-way multi-parameter search.
n Digital edition
Plant Engineering is delivered every month in a
digital format, with enhanced features to bring the
print product alive on your screen.
n On-demand videos
n Upcoming and on-demand Webcasts
n Online training center
n Case studies130+ all in one place
on dozens of topics
n eGuides
n White papers
Product of the Year
Finalists announced Nov. 15
The fnalists for the 2013 Plant Engineering
Product of the Year awards will be announced
in the November issue and online on Nov. 15.
Its the plant managers source for the best new
products of the year, and their chance to vote on
the best of the best in manufacturing.
n Workforce development
n Energy management
On a quarterly basis, Plant Engineering conducts
research studies on various industry topics.
Access the following full reports at
Editorial research
People and training
Services available
n Site search engine: Search current and
past articles at by topic,
keyword, author or company name to fnd solutions
to your plant issues.
n Channels, new products
Visit our specialized microsites providing feature
news, products, applications, tutorials and research
for engineering professionals.
n e-Newsletters
Keep current with the latest information
and news with our weekly PlantMail and topic-
specifc electronic newsletters.
n System Integrator Guide
Consult our listing of more than 2,300 automation
system integrators. You can fnd a specifc company
or run a seven-way multi-parameter search.
n Digital edition
Plant Engineering is delivered every month in a
digital format, with enhanced features to bring the
print product alive on your screen.
n On-demand videos
n Upcoming and on-demand Webcasts
n Online training center
n Case studies130+ all in one place
on dozens of topics
n eGuides
n White papers
Sept. 12 is the deadline to submit nominations for
the 2014 Top Plant award and the 2014 Product
of the Year award. Celebrating its 10th anniversary
in 2014, the Top Plant award will honor the
outstanding manufacturing facilities in the U.S. The
Product of the Year awards will recognize the best
new products introduced in manufacturing in 2014.
n Safety
n Workforce development
n Energy management
On a quarterly basis, Plant Engineering conducts
research studies on various industry topics.
Access the following full reports at
In your opinion
If you had the ability to make a change, what specific area of your operations
could be improved by achieving temperatures and humidity levels lower than
your current systems will allow?
71% Production levels
11% Equipment performance
10% Personal comfort and safety
6% Product quality
A new poll question is posted every two weeks at
Plant, product deadlines
A bad choice could cost you thousands!
Look Familiar?
When hot weather causes the electronics inside
a control cabinet to fail, there is a panic to get
the machinery up and running again. Te
operator might choose to simply open the
panel door and aim a fan at the circuit boards.
In reality, the fan ends up blowing a lot of
hot, humid, dirty air at the electronics and the
cooling eect is minimal. If the machinery
starts functioning again, the likelihood of
repeated failure is great since the environment
is still hot (and threatens permanent damage
to the circuit boards). Worse yet, that
open panel door is an OSHA violation that
presents a shock hazard to personnel.
The Real Solution!
Stop electronic downtime with an EXAIR
Cabinet Cooler System! Te complete line of
low cost Cabinet Cooler Systems are in stock and
can ship now. Tey mount in minutes through
an ordinary electrical knockout and have no
moving parts to wear out. Termostat control
to minimize compressed air use is available
for all models. All Cabinet Coolers are UL
Listed to US and Canadian safety standards.
The Secret To Keeping Electronics Cool!
If you would like to discuss
an application, contact:
11510 Goldcoast Drive
Cincinnati, Ohio 45249-1621
(800) 903-9247/fax: (513) 671-3363
Jef Hauck, Lasercraft Inc. Cincinnati OH
It took us three days to get a replacement computer cabinet and we didnt
want to risk another heat failure. Fans werent an option since they would
just blow around a lot of hot air. Freon-type air conditioners like those on
some of our other machines were a constant maintenance project of their
own. We purchased EXAIRs Model 4330 NEMA 12 Cabinet Cooler
System since it was easy to install and requires no maintenance. exair
The only compressed air powered
cooler that is CE compliant!
The only compressed air powered
cooler that is CE compliant!
Watch The Video
NEMA 4 and 4X
Cabinet Coolers
NEMA 4 and 4X Cabinet
Coolers for large heat
loads up to 5,600 Btu/hr.
Tey are ideal for PLCs
and modular controls.
Enclosure remains dust-tight,
oil-tight and splash resistant
Suitable for wet locations
where coolant spray or hose
down can occur
Type 316 Stainless
Steel Cabinet Coolers
Type 316 Stainless Steel
Cabinet Coolers for
NEMA 4X applications
are available for heat loads
up to 5,600 Btu/hr.
Resists harsh environments
not suitable for Type 303/304
Ideal for food and chemical
processing, pharmaceutical,
foundries, heat treating and
other corrosive environments
Mini NEMA 12, 4, and
4X Cabinet Coolers
Te mini NEMA 12, 4
and 4X Cabinet Coolers
for small heat loads up
to 550 Btu/hr. are ideal
for control panels, relay
boxes, laser housings,
electronic scales.
Measures 5" (127mm) high
Mounts top, side or bottom
Enclosure remains dust-tight
and oil-tight
High Temperature
Cabinet Coolers
High Temperature Cabinet
Coolers for NEMA 12, 4
and 4X applications are
available for heat loads
in many capacities up to
5,600 Btu/hr.
Suitable for ambients up to
200F (93C)
Ideal for mounting near
ovens, furnaces, and other
hot locations
Non-Hazardous Purge
Cabinet Coolers
NHP Cabinet Coolers keep
a slight positive pressure on
the enclosure to keep dirt
from entering through small
holes or conduits. For use in
non-hazardous locations.
Uses only 1 SCFM in
purge mode
For heat loads up to 5,600 Btu/hr.
NEMA 12, 4 and 4X
Cabinet Coolers
Te NEMA 12 Cabinet
Coolers for large heat
loads up to 5,600 Btu/hr.
are ideal for PLCs, line
control cabinets, CCTV
cameras, modular control
centers, etc.
Measures 8" (203mm) high
Mounts top, side or bottom
Enclosure remains dust-tight
and oil-tight
input #5 at

Flexible Screw
Conveyors transport free- and
non-free-flowing bulk solid materials
from large pellets to sub-micron
powders, including products that
pack, cake or smear, with no
separation of blends, dust-free
at low cost. No bearings contact
material. Easy to clean
quickly, thoroughly.

Bulk Bag Fillers can fill
one bulk bag per week or
20 per hour at the lowest
cost per bag. Numerous
performance options.
Available to industrial
or sanitary

Bulk Bag Conditioners

loosen bulk materials that have solidified
during storage and shipment. Variable height
turntable positions bag for hydraulic rams
with contoured conditioning plates to press
bag on all sides at all heights.

Container Dumpers
dump bulk material from drums
(shown), boxes or other containers
into vessels up to 10 ft (3m) high.
Dust-tight (shown) or open chute
models improve
efficiency and
safety of an
age-old task.

Lifetime Performance
Guarantee* assures you of a successful
result, whether you purchase one piece of
equipment or an engineered, automated
plant-wide system. From initial testing in
large-scale laboratories, to single-source
project management, to
after-sale support by a
worldwide network of
factory experts, you
can trust your process
and your reputation
to Flexicon.

Pneumatic Conveying
Systems move a broad
range of bulk materials
over short or long
distances, between single
or multiple inlet and
discharge points in low
to high capacities.
Available as dilute-phase
vacuum or positive
pressure systems, fully
integrated with your

Dumping Stations allow
dust-free dumping of bulk
material from bags and other
containers. Automatic reverse-
pulse filter cleaning allows
continuous, efficient
operation. Available
with integral bag
compactors for
total dust

Bag Dischargers
unload free- and
solids from bulk
bags automatically.
Allows untying,
discharging, retying
and collapsing of
bulk bagsall
dust-free. Available
with weigh
batching controls.
FLEXI-DISC Tubular Cable
Conveyors gently slide fragile
foods and non-foods through
smooth stainless steel tubing
routed horizontally, vertically
or at any angle, over short
or long distances, dust-free.
Single or multiple
inlets and
2014 Flexicon Corporation. Flexicon Corporation has registrations and pending applications for the trademark FLEXICON throughout the world.
*See full Lifetime Performance Guarantee for details.
+56 2 2415 1286
+44 (0)1227 374710
+61 (0)7 3879 4180
+65 6778 9225
+27 (0)41 453 1871
input #6 at PLANT ENGINEERING July/August 2014 9
Expediting costs include premium
transportation charges and incremen-
tal unit prices incurred as a result of
expediting delivery of material from
the supplier. Of course, there are other
indirect (and sometimes much great-
er) costs associated with expediting,
such as lost production waiting for
parts. For purposes of this discussion,
however, we will focus only on the
direct costs.
Expedites are generally accepted
as a cost of doing business. However,
they are not always a necessary cost
of doing business. Too often com-
panies hide behind that mantra as a
way of accepting the additional cost
of expediting without any justifica-
tion of the need, or just avoiding the
effort of tracking them at all. If you
dont know why you are expediting
material and how much you are spend-
ing on it, how could you possibly
know whether its too much?
If you search long enough, you
may find one or more sources sug-
gesting that 2% is the benchmark for
expediting. The problem with this
is they dont specify 2% of what.
Expediting costs:
How much is too much?
Doug Wallace, CPM
Life Cycle Engineering
Eaton adjustable frequency drives add reliability
Power management company Eaton
announces the launch of the PowerXL
Series DG1 adjustable frequency drive.
Designed for global commercial, indus-
trial, and original equipment manufactur-
er (OEM) customers, the
Eaton engineered drive is
designed to help dramati-
cally reduce energy con-
sumption compared to tra-
ditional control methods,
improve safety, and sup-
port reliable operations.
Global megatrends
indicate there will be a
substantial increase in
the demand for improved
efficiency, and adjust-
able speed motor control
provides reductions in
energy consumption, said
Rob Fenton, product line
manager, Eaton. Eaton is
delivering new energy efficient technolo-
gies like the PowerXL Series DG1 drive
to not only reduce energy usage, but also
achieve better motor performance and
system reliabilityhelping customers
power their businesses more efficiently,
effectively, and safely, Fenton said.
The PowerXL DG1 is a general-pur-
pose drive that incorporates an energy
control algorithm, extensive onboard
industrial communication protocols,
and built-in harmonic reduction to
help customers reduce
the cost of using a vari-
able frequency drive.
Third in the series
The DG1 is the third model
available in the PowerXL
series of adjustable fre-
quency drives. Earlier this
year, Eaton released the
compact PowerXL Series
DC1 drive, which sim-
plifies programming for
machinery OEM custom-
ers. The PowerXL Series
DA1 drives, also released
in 2014, provide advanced
control functions for the
most demanding drive applications.
Applications that already incorpo-
rate adjustable frequency drives may
realize additional energy and emissions
savings of up to 10% by switching to
the PowerXL DG1 drive. With Eatons
Active Energy Control algorithm, the
new drives are programmed to dynami-
cally adjust energy consumption and
minimize motor energy loss. The modu-
lar design is designed to provide greater
reliability and reduce maintenance time
and costs.
Enhanced graphical displays and com-
munication capabilities are embedded
in the PowerXL DG1 drive, providing
customers with detailed system data to
simplify installation, commissioning,
and maintenance.
The PowerXL DG1 drives are engi-
neered for safety, including standard
Safe Torque Off (STO) functionality.
The drives are also Restriction of Haz-
ardous Substances (RoHS) compliant
and meet standards from Underwriters
Laboratories (UL), Canadian Under-
writers Laboratories (cUL), Confor-
mit Europenne (CE), and Australia
and New Zealands C-Tick.
Go Online
has additional Plant Engineering
Continued on page 10
10 July/August 2014 PLANT ENGINEERING
Is it purchase orders? Line items? Dol-
lar value? Is it 2% of all purchases or
just MRO?
There are also those who say that
0% or $0 is the benchmark. Some
would argue that absolute zero is an
unrealistic objective for any metric,
particularly this one. However, having
a goal of even one expedited shipment
each week or each month is accept-
ing a gap in your processes. If I had
to choose between the two extremes,
Id try for zero.
In reality, though, its not the bench-
mark that really matters. What matters
is the frequency of your expedites,
the total amount of money you are
spending on them, and whether they
can be avoided. So where do we get
this information?
Many companies struggle to extract
expediting costs from their purchas-
ing or accounts payable systems, and
frequently give up trying because
they just cant get accurate data.
But that doesnt mean it isnt readily
available. Since these are (hopefully)
rare and usually widely publicized
events, it shouldnt be difficult to
know when they occur.
All expedite requests should be
reviewed by the line organization
and the functional buyer to validate
the reasontypically an emergency,
stockout, or unplanned requirement
and determine the estimated cost of
expediting the material. The buyer
should not authorize the supplier to
expedite the shipment unless and
until the requester has been informed
of the additional cost and has pro-
vided approval to proceed.
All thats required is for the buyer
to ask the supplier how much it will
actually cost to expedite the material
(which they should be doing anyway)
and write it down somewhere when
expedites are authorized. Not only
can this data be easily tallied and
reported at the end of each week or
each month, but it will also provide
a baseline to ensure that the actual
charges are in line with what was
Many expedites can be prevented
through better equipment reliability,
preventive and predictive mainte-
nance programs, and effective plan-
ning and scheduling of maintenance
work. The real test of whether your
expediting costs are too high lies in
whether they are truly unavoidable.
Analysis of the data provided by the
buyer should allow management to
easily make those determinations.
Doug Wallace is a senior consul-
tant and materials management subject
matter expert for Life Cycle Engineer-
ing (LCE). Doug can be reached at
Continued from page 9
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input #7 at
input #8 at
12 July/August 2014 PLANT ENGINEERING
All mobile computing applications, although varying
to different degrees, share similar requirements, includ-
ing support needs, data security, user acceptance, software
configuration, customization, or development, as examples.
However, experience has shown that the nature of mobile
computing in plant environments pushes four considerations
to the top:
1. Safety
2. Ergonomics
3. Functionality
4. Wireless Security
Theres no quest i on
that the safety of users
and other personnel in
the plant is of utmost
concer n. Saf et y i n
regard t o handhel ds
usually involves two
aspects: environmental
certifications and oper-
ating safety.
First, the plant envi-
ronment will dictate if
any certifications are
required, such as Non-
Incendive ratings (NI)
or Intrinsically Safe (IS)
ratings. These ratings
are arranged accord-
ing to class and divi-
sion, depending upon
the environment. For
example, environments that have gas or dust that is or
may be of a potentially hazardous composition determine
what these ratings are.
Second, operating safety must be considered. If a device
is too distracting or obscures the users view during opera-
tions, the potential for accidents increases.
Carefully looking at usage, environment, and any
mounting requirements will determine the size, place-
ment, and use of the mobile computing device, maximiz-
ing both user and other plant personnel safety.
The environment where the mobile computing device
will be used has a great impact on the desired ergonom-
ics of the device. If the device is comfortable to carry
Mobile devices:
4 things to consider
Brian Adamson, Peak-Ryzex, Inc.
It is critical that proper research
is done and certification
requirements determined before
considering a mobile device
for the environment. Courtesy:
input #9 at
2014 Schneider Electric. All Rights Reserved. Schneider Electric and Magelis are trademarks owned by Schneider Electric Industries SAS or its affiliated companies.
All other trademarks are the property of their respective owners. 998-1239326_US_MagelisSCU
Introducing Magelis
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to its innovative quick-mounting system, a patented solution that
requires only a single 22mm diameter cut-out. If you need to install
the CPU separately from the controller, a quick connector cable
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Choose Magelis SCU. Its time for easy.
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USB, serial,
Ethernet, and
CANopen ports
TFT LCD display
Digital I/O (HSC, PTO/
PWM), and analog I/O
(temperature inputs)
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input #10 at
14 July/August 2014 PLANT ENGINEERING
(if carried), easy to operate, and easy
to read and/or understand, users will
make fewer mistakes and have a better
operating experienceand the better
the operating experience, the better
the user acceptance.
User demographics are also an
important consideration when it comes
to the size and weight of devices. For
example, if the majority of the users are
strong individuals, weightalthough
always a considerationbecomes
a more flexible characteristic of the
device. The better the user acceptance,
the more productive and satisfied
the users.
How the mobile computing devices
need to be used to perform business
operations will determine the needed
functionality. Better performance is
gained if the configuration of the device
provides the most efficient functionality.
For example, equipping a device with
a short-range imager may enhance the
performance of a close-range picking
operation; however, if hanging location
labels must be scanned, this will most
likely be ineffective.
Some operations can be very repeti-
tive. If a mobile computing device can be
configured to perform these repetitive,
and often multi-key stroke, operations
with the press of an easily accessible
(especially if wearing gloves) single
configured key, this will increase the
operators efficiency and reduce mis-
takes and corrections. Functionality that
helps the user perform his or her tasks,
stay in communication, and log various
information, including notes and images
(e.g., damaged products), is often very
important in a plant environment.
Wireless security
Hackers are in the news constantly, and
wireless systems are becoming their
favorite targets. All wireless devices
need to be capable of the latest IEEE
802.11i and 802.1x security standards.
IEEE 802.11i encrypts and protects data
moving over the wireless system, while
the 802.1x standards protect the network
from unauthorized access.
While these standards protect data
and networks, it is just as important to
be aware when a hacker is taking interest
in your wireless system. Wireless intru-
sion prevention systems are essential for
enabling preventive actions rather than
just reacting after the fact. The key to
protection is to make your system so tough
that the hackers move to easier targets.
Brian Adamson is senior solutions
consultant of mobility and managed
services for Peak-Ryzex, Inc., and
has provided consulting, engineering,
implementation, support, and project
management services to the warehous-
ing, distribution, logistics, 3PL, retail,
pharmaceutical, health care, and field
services verticals.
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input #11 at
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input #12 at
The 2014 Workforce Development study asked key questions on
the causes and effects of the lack of a skilled workforce in the
U.S., what manufacturing plants are doing to combat this
issue, and how facilities are establishing a positive
relationship with their communities.
According to the data in this report, nearly two-thirds of
respondents indicated a workforce shortage in their
plants, and within those facilities, 7% of jobs are currently
unlled, on average.

Download the Plant Engineering Workforce Development Research today!
Turning research into insights makes for better business decisions
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pe201408_research_WorkDvlpmt.indd 1 7/30/2014 1:36:59 PM
Just as parents have a tougher time
managing quintuplets in comparison to
only one child, so too do maintenance
professionals face greater challenges
when they are responsible for more than
one location. And that means they need
a computerized maintenance manage-
ment system (CMMS) with enough
muscle to handle multiple sites and
far-flung equipment.
Although a best-of-breed CMMS
should retain its value no matter the
size of an enterprise, its also true that
maintaining equipment and facilities
across multiple sites demands capabili-
ties that are somewhat different from
those needed in programs used for a
single location.
While the term scalability can be
over used in the software world, it is
nevertheless critical to evaluate an enter-
prise CMMS in terms of its ability to
scale and grow with the needs of the
company. But what does scalability
really mean in practical terms? And what
other factors determine success when
using a CMMS across multiple sites?
Here are four observations and
answers to those questions:
1. Keep on tracking: The ability to
track the history of preventive mainte-
nance (PM) and other repairs on equip-
ment is a key advantage of a CMMS
because it enables maintenance teams
to identify trouble spots, root out the
cause of problems, replace frequent fli-
ers, and stock essential parts. Therefore,
this tracking capability must be easily
transferable to multiple sites when using
a CMMS throughout a business organiza-
tion or enterprise.
2. Drag and drop it: Inputting speci-
fications and detailed information on
equipment and facilities is an important
step in the process of implementing a
CMMS solution. An enterprise CMMS
should enable users to clone informa-
tion from assets and drag and drop it
from one site to another while transfer-
ring maintenance history and without
having to go through the process of re-
entering data for each new location.
3. Plan ahead: Taking time to sit down
and look ahead to implementing a CMMS
in several sites can be invaluable. Effec-
tive maintenance managers think through
taskssuch as creating names for assets
and labels for other dataso informa-
tion remains uniform throughout all sites,
making it much easier to access.
4. Stay simple: If an enterprise
CMMS requires too many steps to input
a work order or call up repair infor-
mation, it may not be the best choice.
Having a system that is easy to set up
and use becomes even more important
when a variety of staffers will need to
access the CMMS in more than one
location. Remember no system will help
the maintenance team perform better or
produce a return on investment if its
too difficult for the end user.
While a CMMS may have all the
features needed by maintenance pro-
fessionals, managers can still face
roadblocks when it comes to integrat-
ing their system with the requirements
of programs used by the organization
at large. The best way to overcome
that barrier is to establish basic criteria
for implementing a CMMS. Define
what the maintenance team needs to
meet their challenges. Then use that
information to identify and invest in the
CMMS that will best fit the companys
needs, regardless of how large or small
it may be.
Paul Lachance is president and chief
technology officer for Smartware Group,
which produces Bigfoot CMMS.
4 tips for a successful multi-site enterprise CMMS
Paul Lachance, Smartware Group
l it
input #13 at
input #14 at
18 July/August 2014 PLANT ENGINEERING
Al t hough manufact uri ng goods
in Asia, Latin America, and Eastern
Europe offers electronics companies
and their manufacturing and solutions
partners significant economic advan-
tages, this strategy is not a panacea.
When employees feel a company is not
meeting their needs, the results can
be expensivefrom high turnover and
the cost of hiring and training replace-
ments to low productivity and a suf-
fering reputation.
Ensuring employees are happy and
fulfilled is not only the right thing to do,
its good for business. And companies
aiming for just that must often rethink
their approach to employee engage-
ment, not just individual initiatives but,
more critically, the overall culture. By
carefully evaluating employees situa-
tions and needs and implementing cor-
porate best practices adapted to these
different scenarios, manufacturers can
improve performance.
Whether it involves better onboard-
ing to make new workers feel at home,
training for career advancement or guid-
ance in people management for front-
line supervisors, a strategy for improv-
ing the employee experience can pay
big dividends for everyone.
What is employee engagement?
The concept of engagement refers to
the emotional commitment of employ-
ees to their work and the company.
Engaged workers care about contrib-
uting to organizational goals and are
more willing to lend their time and tal-
ent. Theyre more willing to go above
and beyond their job descriptions.
Employee engagement is complex,
ranging from the basics of a safe and com-
fortable workplace and a decent place to
live to career opportunities, education,
and satisfying work relationships. It also
means engendering loyalty, pride, and a
sense of identity and community.
Importantly, engagement is a two-way
process. Companies must engage employ-
ees in their principles, programs, and
policies, and encourage them to respond
through participation. When the process
is optimized, the effects can be dramat-
ic: engaged employees provide a higher
level of service, quality, and productivity,
leading to more satisfied customers and
higher revenues. Turnover drops and the
companys reputation is enhanced.
Following are some metrics on
Global engagement challenges
Regional differences, including cul-
ture and laws, play a significant role
Optimizing employee engagement across the globe
Phil Hubbell, Jr., Jabil
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input #15 at

































Introducing our CS6Pak digital recording
monitor and Compact2 camera reel.
Redesigned to provide easier transport
and smoother docking of the monitor to
the reel, this system is simple to use. Best
of all, the added self-leveling camera head
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input #16 at
20 July/August 2014 PLANT ENGINEERING
in engaging employees. In China high-
er wage rates and increasing labor
shortages have defined the market
in recent years. Employees, many
of whom have moved hundreds of
miles for work, have their choice of
jobs in Chinas manufacturing-inten-
sive regions and may be easily per-
suaded to change jobs for a small
increase in compensation.
Ensuring employees have profes-
sional and social connections, fair
pay, and a safe and respectful work-
ing environment are key. They must
feel comfortable with the company
culture and that they are contributing
to the companys success in order for
them to stay.
In Mexico, where employees typi-
cally have extended families nearby,
ensuring they have access to medical
care, transportation, and schedules
that allow them to care for their chil-
dren is important. It is powerful for
companies to invest in community
support services such as schools and
health centers.
Engagement from the ground up
Many electronics original equipment
manufacturers (OEMs) and service
providers tackle the basics of engage-
ment by providing on-campus dor-
mitories and meals for employees in
certain countries, transportation from
offsite locations, and health and safety
programs. Additionally, a strong cor-
porate commitment to investing in
development programs is needed to
drive success.
Following are examples from Jabil,
Inc. of current and planned initiatives
that target the full spectrum of engage-
ment needs.
Welcoming new employees. Jabil
conducts extensive onboarding of
new employees to make them feel
at home in the organization. A new
global program that rolled out in
February 2014 focuses on three
groups: production employees,
office employees, and managers.
Every employee is given a buddy,
and coworkers from the same home-
town are encouraged to reach out to
the new hire. The company also pro-
vides a special kit with a discount
card for local stores and information
about the next job level to which the
worker can aspire. To help employ-
ees prepare for advancement, edu-
cational funding is offered.
Empowering individual advance-
ment. The companys Employee
Development International Insti-
tute in China is a six-month train-
ing program in functional skills,
English language, and leadership.
Applicants are taken from the pro-
duction workforce and immersed
in the program, with the goal of
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Rexnords newest gear drive, the Falk
V-Class, is engineered to deliver power,
durability and reliability under the toughest
conditions. Its unprecedented design
and test procedures mean longer seal
life, improved thermal performance and
increased operating life. The Falk V-Class
gear drive provides shorter lead times,
convenient serviceability and faster, easy
access support.
And, you can find the Rexnord Falk V-Class
at your local Motion Industries location.
Our local sales and service specialists are
experts in application and technical support,
providing the parts and the know-how you
need to stay up and running.
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input #18 at
22 July/August 2014 PLANT ENGINEERING
developing competitive, knowledgeable, and skilled
employees committed to continuous improvement,
learning, and critical thinking. In Mexico, another
program enrolls high-performing production workers
for a year of development in functional skills, English,
leadership, and external university training. In fiscal
year 2013, Jabil delivered more than 500,000 hours
of training and education to employees through online
and classroom instruction.
Guiding frontline managers. The company created a
manager engagement toolkit to help managers motivate
their employees. Further, Jabil designed a structured
manager training program promoting the corporate cul-
ture and values, which is part of manager development.
Tapping the power of the smartphone. Smartphones are
extremely popular in China in spite of their expense
about 80% of workers have them. Several Jabil initiatives
take advantage of this high usage to reach more employ-
ees. A storytelling contest encourages employees to
take selfies with their smartphones and post them
along with a story about innovation, customer service,
collaboration, continuous improvement, or other areas.
The best stories are selected and publicized internally.
Another innovative program is a special app designed
by MicroBenefits, a provider of employee loyalty solu-
tions, which provides outreach, company news, pulse
surveys, and training in Jabils culture and corporate
values to smartphone users.
As referenced earlier, employee engagement is infec-
tious. Just as negative behaviors can cause a downward
spiral for a company, employee engagement drives a
virtuous upward spiral. Engaged employees affect other
employees, and strong overall employee engagement drives
customer loyalty. Quality, on-time delivery (OTD), and
cost all improve as employees expend their discretion-
ary effort on behalf of their company, and ultimately on
behalf of their customers. At Jabil, we have customers
who share our excitement related to providing a dignified
work experience for our people; in many cases, we are
their manufacturing arm and are considered a key part of
their supply chain. They celebrate our efforts to serve our
employees just as we do.
Although employment challenges and employer practices
vary across the world, it is clear that an engaged workforce
can make a tremendous difference to any organization.
Thoughtful policies and programs tailored to the needs of
the locality, supported by genuine concern for and inter-
est in each individual, can drive strong loyalty, pride, and
commitment that are essential to a high-quality end product
and financial returns.
Phil Hubbell, Jr. is vice president, employee engagement
and regional human resources at Jabil, a global company
that provides supply chain and manufacturing services.
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input #19 at
industrial air control
Our heavy-duty industrial dampers are available
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input #20 at
input #21 at
24 July/August 2014 PLANT ENGINEERING
Team communication
apps for iOS and Android
CFE Medias Apps for Engineers is an interactive directory of more than 240
engineering-related applications for Android and iOS operating systems from
various companies. Weve organized apps by category, company, and type. This
month, gain access to our team communication category.
Fluke Connect
Android, iOS 7.0+
Cost: Free
Company: Fluke Corp.
Fluke Connect allows the user to stay in contact with his or her team without leaving the feld. With more
than 20 connectable tools, confdently diagnosing and solving problems has never been easier. Users can
trend data over time, identifying and stopping problems before they happen. In addition, a cloud storage
feature offers users privacy and security.
Android 2.3+, iOS 5.1+
Cost: Free/$64.99
Company: LogMeIn Inc.
Remotely access your PC and Mac devices using Wi-Fi/3G with LogMeIn. The fle manager allows users to
save fles directly on their mobile devices so they can work on them offine. Users can move and copy fles
between personal and work computers/devices. The cloud bank integration links up with popular cloud
services. In addition, the photo app management tool makes it easy to access and transfer photos between
the photo app on ones iPad/iPhone and the LogMeIn app.
Cisco WebEx Meetings
Android 2.1+, iOS 6.0+
Cost: Free
Company: Cisco
Users can join or schedule any web conference from their mobile devices. This app offers mobile video con-
ferencing with high-quality, multipoint video, voice-activated video switching, and the option to view content
and video simultaneously (on iPad only). In addition to video conferencing, the app offers fle-sharing and
host account capabilities. Also available on Blackberry.
Wi-Fi Finder
Android, iOS 5.0+
Cost: Free
Company: JiWire
Quickly and easily fnd free or paid Wi-Fi to stay connected to your team while you travel. Users are able to
download all of the locations offine so they know how to stay connected when on the road. Using the GPS
function on ones mobile device, the Wi-Fi fnder will tell users exactly where the closest Wi-Fi hotspot is and
how to get there. If users prefer certain providers, theyll be able to see what hotspots are served by those
specifc providers.
input #22 at
26 July/August 2014 PLANT ENGINEERING
The three laws of
asset management
NOTE: The adoption of ISO 55000 in 2014
provided a framework for the principles and
benefits of establishing an asset management
system. It has been hailed as one of the most
important new standards in years. Terrence
OHanlon, an asset management expert and
a member of the technical committee that
drafted the ISO 55000 standard, offers his
views on the standard and how manufacturers
should implement ISO 55000 going forward.
LAW #1:
Asset management is not about managing
assets; it is about delivering business value
An asset is something that has actual or
potential value to an organization. Asset
management is a coordinated set of activi-
ties designed to deliver that value in line
with an organizations objectives and appe-
tite for risk.
Business value is interesting at every
level in most organizations, and that has
created a great deal of buzz about the new
ISO 55000 series of asset management stan-
dards published in January and available at
Specifically, the standards are a set of
three documents including:
ISO 55000:2014: Asset management
Overview, principles and terminology
ISO 55001:2014: Asset management
Management systemsRequirements
ISO 55002:2014: Asset management
Management systemsGuidelines for the
application of ISO 55001
To be precise, these standards are not
technically asset management standards. In
other words, they do not provide technical
guidance on how to conduct asset man-
agement; rather, they express a managing
system for asset managementor to use a
clumsy phrase, an asset management system.
Like ISO 9001 is a managing system for
quality management and ISO 14001 is a
managing system for environmental man-
agement, ISO 55001 is a managing system
framework for asset management.
To achieve asset management objectives,
the organization is required to ensure that its
asset management related risks are consid-
ered in the organizations risk management
approach including contingency planning.
Risk management is the lesser-known
cousin of asset management, and guidance
is provided by ISO 31000: Risk manage-
ment and ISO/IEC 31010:2009: Risk man-
agement/Risk assessment technique.
LAW #2:
Decisions drive value from assets
According to ISO 55000, asset manage-
ment does not focus on the asset itself, but
on the value that the asset can provide to
the organization. The value (which can be
tangible or intangible, financial or nonfi-
nancial) will be determined by the organi-
zation and its stakeholders, in accordance
with the organizational objectives.
In many asset intensive organizations,
only 25% of the decision to drive value
from assets is driven by actions performed
directly on an asset. Mature organizations
drive value from decisions around an asset.
Asset management expert John Woodhouse
explains asset decision making based on the
recent SALVO research project in the New
Asset Management Handbook. Of the list of
all possible decisions related to managing
Manufacturers can benefit from the adoption of ISO 55000.
Terrence OHanlon, CMRP
More on
ISO 55000
In addition to the informa-
tion resources provided by
Plant Engineering, guidance
for asset management, risk
management, and reliabil-
ity leadership is available
International Organization
for Standardization
Institute of Asset
Association for
Maintenance Professionals PLANT ENGINEERING July/August 2014 27
value and risk of an asset provided, only
one-third are things you do directly to an
asset and two-thirds are decisions you make
around/about an asset.
LAW #3:
Culture eats strategy for lunch
According to ISO 55001, an asset manage-
ment system is used to direct, coordinate,
and control asset management activities. It
provides improved risk control and assures
the achievement of asset manage-
ment objectives on a consistent basis.
However, not all asset management
activities can be formalized through
an asset management system; for
example, aspects such as leadership,
culture, motivation, etc., are not man-
aged through the asset management
system, but they can have a signifi-
cant influence on the achievement of
asset management objectives.
Regardless of how good your asset
management strategy is, it is your
organizational culture that will deter-
mine its performance. Culture is built
from within and is cultivated by
leaders who aim at engaging employ-
ees in delivering the performance of
the organization. ISO 55001:2014
section 5.0 specifically outlines the
importance of leadership in deliver-
ing objectives.
Uptime Elements provides a map of
theory by which to understand a holis-
tic system of reliability for asset performance
management. The first step is transforma-
tion of the individual. The transformation
comes from understanding of the system
of leadership.
The Uptime Elements Reliability Lead-
ership framework enables asset manage-
ment by assuring capacity and function
of the assets where value is demanded. To
create sustainable performance, there is a
need to align all activities toward delivery
of the organizations aim or purpose. Top
management establishes high-level direction
and defines value.
The concept of vertical alignment or line
of sight establishes the required connection
between top management and the assets of
the organization to assure value delivery.
Operational excellence, asset management,
reliability leadership, and effective mainte-
nance deliver the results.
Reliability leadership also provides
an opportunity to encourage horizontal a
lignment in support of value delivery from
assets across a typical organizations func-
tional silos.
The tendency in Western business is to
further define subdivisions or departments
that tend to suboptimize the contributions to
the entire system.
Operations may focus on capacity and
have a desire to run even when maintenance
tasks would extend the life of the equip-
ment and the return on the asset investment.
Maintenance focuses on availability through
performing maintenance even when it may
reduce capacity output. Without alignment
to the organizational AIM (objectives) and
a clear definition and understanding of the
organization as a system, the decisions
of each department will suboptimize
the system.
World-class organizations have created a
recipe for value by creating a framework of
asset management (ISO 55000), risk manage-
ment (ISO 31000), and reliability leadership
(Association for Maintenance Professionals
Certified Reliability Leader).
Besides his work on the ISO 55000 stan-
dard, Terrance OHanlon also is the CEO of and publisher for Uptime
input #23 at PLANT ENGINEERING July/August 2014 29
he per si st ent hum r unni ng
t hrough t he General Mot ors
(GM) assembly plant in Orion
Townshi p, Mi chi gan, sounds
neither like crisis nor change,
even in a facility and a company
that has seen plenty of both.
Before 2009before the GM bankruptcy
closed this plant, ended the production
of the Chevrolet Malibu and Pontiac G6,
and idled thousands of workersthis was
a big place making big cars under the big
rules of the way Detroit used to make cars.
Today, Orion is a new plant in an old shell,
making the smaller Chevrolet Sonic and
Buick Verano. Its a smaller footprint with
a Lean assembly process. There are new
work rules, new technology, new invest-
ment, and a new sense of what is possible
when you start all over with your manu-
facturing plan.
But to start over, you have to stop.
Old plant, new rules
At Orion (pronounced OR-e-on), the bank-
ruptcy wasnt about stock prices or even the
overall U.S. economy. The matter hit close to
home. This was personal.
After the plant was idled, it was a very
difficult time for the entire team, said Steve
Brock, plant manager of the Orion Assembly
facility and the nearby Pontiac Metal Cen-
ter. The overall economy was suffering, our
future was uncertain, and people were cutting
back on eating out, making special purchases,
which impacted local merchants. Addition-
ally, the employees of local suppliers were
directly affected because the plant no longer
needed consumables, parts, or services.
For two years, Orions plant lay idle as
GM wrestled with a way not only out of
bankruptcy, but also out from the underlying
competitive issues that had plagued Detroit
automakers for decades. It was clear that if
Orion were to reopen under a new GM,
In a summer of turmoil at GM, one Michigan plant
keeps building on its second chance.
Bob Vavra
Plant Engineering
Figure 1: GM plant manager Steve
Brock has overseen the return of
production to the once-shuttered
Orion, Michigan facility and has
helped lead the transition to new
work rules and new investment in
the plant. Courtesy: General Motors
bankruptcy to rebirth
30 July/August 2014 PLANT ENGINEERING
there would need to be new rules in place.
That meant a commitment from the United
Auto Workers (UAW) for a change in work
rules and wage structures, and a commitment
from GM for a stable, sustainable future for
the facility. It also required a commitment
of tax incentives from the state of Michigan.
The first step in that process was to make
the Chevy Sonic the centerpiece of that
facility. The Aveo had been manufactured in
South Korea prior to the bankruptcy, and the
Sonic, as its replacement in the subcompact
category, seemed like another candidate for
an American auto nameplate with a foreign
birthplace. Instead, the Sonic came to Orion.
To make it a cost-effective move, the
UAW and GM agreed to new work rules,
and to the institution of the Global Manu-
facturing System (GMS), the companys
Lean manufacturing system. Brock said it
is designed to engage and align the team
to achieve positive business results and
embrace continuous improvement.
Before they could engage and align, Orion
had to get the plant up and running again,
with many of the same people in place, but
with a whole new set of rules. I dont think
that we lost their trust and confidence, Brock
said. I think we had to help them understand
the bigger picture of our challenge of com-
petitively building the first small car in the
U.S. We had to help them understand how
we were going to do that together and why
change was important.
That change required a consistent joint
message from the Orion management and
from the UAW. As every team member reen-
tered the plant, we invested the time to share
that message as a joint leadership, UAW and
GM, and teach the principles of GMS and the
importance of change or continuous improve-
ment, Brock said. To maintain trust and
confidence, you need to walk the talk and
live our values.
Those efforts continue today. The rela-
tionship with the local is collaborative, said
Orion assistant plant manager Doug Hanly.
There may be tension on how get there, but
there is no disagreement on what the end
game is. They want to get there. They under-
stand why we do what were going to do and
what their role is.
Communicating the future
Communication is one of the most crucial
elements of the Orion process. Weve
got to continue to share the story with our
workers. The confrontations of the past
are not there, Hanly said. We now have
meetings between the shop chairman once
a week on formal basis. The more we can
show a united front on floor, the more the
team on the floor recognizes that.
Communication was, and still is, a criti-
cal aspect of helping our team understand
what we need to do, how we need to do it,
and most importantly, why, said Brock.
Our focus has been on how we engage
every member of our team to understand
how their work contributes to the success
of their team, the plant, the company, and
most importantly, the customer.
We are proving that engaged people
executing processes do achieve positive
results, Brock added.
That engagement is showing up in new
ways that were less likely before Orions
rebirth. One avenue is the innovation and
creativity of our workers, Hanly said.
Theyre the best ones to come up with
solutions to our problems. Were started
engaging the team. Weve challenged them
on how the product design needs to come
together. Weve challenged them to think
about how we do our business, and how we
do it more effectively. Youve got to be a
Lean thinker.
At the top, a year of turmoil
The process of manufacturing a carthe
movement of parts from suppliers to line
workers, the whirr of pneumatic wrenches
and the purr of lift trucks, the marriage of
chassis and power trainis not fundamen-
tally different from the vision Henry Ford
Figure 2: One of the major
investments at Orion was a
new paint shop that turns a
three-step paint process to
one step and accomplishes
this on a smaller footprint
than in the past. Courtesy:
CFE Media PLANT ENGINEERING July/August 2014 31
created a century ago. The ballet that takes
a car from unassembled parts to a finished
machine is still a sight to behold.
The challenge today is to make that same
car more efficiently and with fewer defects.
It is here where GMthough not specifi-
cally Orionfaces its greatest challenge.
The revelation came in February 2014 that
13 deaths are blamed on a manufacturing
defect in the ignition switches in Chevrolet,
Pontiac, and Saturn models manufactured
from 2003 through 2010. The resulting
firestorm has resulted in a change in man-
agement at GM, with longtime company
engineer Mary Barra taking the CEO role.
The company hired former federal pros-
ecutor Anton Valukas to conduct an investi-
gation into GMs handling of concerns over
the ignition switch defect reports, and the
general culture around safety and account-
ability at GM.
In prepared remarks before Congress on
June 18, Barra was unsparing in her criticism
of the problems GM now faces. Two weeks
ago, I purposefully addressed the entire
global workforce about the report. I told
our team as bluntly as I knew how, that the
series of questionable actions and inactions
uncovered in the investigation were inex-
cusable, Barra said. I also told them that
while I want to solve the problems as quickly
as possible, I never want anyone associated
with GM to forget what happened. I want
this terrible experience permanently etched
into our collective memories. This isnt just
another business challenge. This is a tragic
problem that should never have happened.
And it must never happen again.
But Congress has been just as unsparing
in its criticism. Barra twice has been called
before Congressional committees both to
testify and to answer pointed questions
about the failure of the GM culture before
and after bankruptcy to address and cor-
rect such defects. Perhaps just as bad, the
problem has turned GM into a punchline
for late-night comedians.
It has been made worse by the continu-
ing litany of recalls GM has issued since
the February ignition switch scandal first
broke. In the first seven months of 2014,
there have been 60 individual recalls of GM
products manufactured in the last decade.
Some were minor fixes in small quantities
that normally wouldnt have caused much of
an uproar. Many have occurred as GM itself
has uncovered other problems in its internal
Figure 3: The mar-
riage of chassis
and body along the
Orion assembly
line, which makes
the Chevrolet
Sonic and the
Buick Verano on
a single assembly
line. Courtesy: CFE
Figure 4: Another
effective use of
AGVs is to move
the engine assem-
bly along a line
and marry it with
the body. Scan-
ners read the RFID
tags to make sure
the right body
goes with the right
engine. Courtesy:
CFE Media
32 July/August 2014 PLANT ENGINEERING
investigation and is being proactivesome-
thing that wasnt done as a result of past
GM defects, according to the Valukas report.
Taken in aggregate, those recalls have
painted a dim picture of GM. Yet even as
Barra announces sweeping changes within
the company in between congressional tes-
timony and the recalls notices drone on, the
business of making cars and the business of
the business continues as usual.
The worlds second largest manufacturer
of automobiles makes 10 million cars a
year. Sales remain strong, and the stock
price has been relatively unaffected. In
October 2007, GM stock closed at $42.64
a share. By June of 2009, the company was
in bankruptcy and shares were frozen at
$0.75 a share. The company emerged from
bankruptcy in November of 2009 and the
stock price rose to more than $34 a share. It
nearly touched the $41 mark before Christ-
mas of 2013, just before the ignition switch
crisis began, On August 1, the stock closed
at $33.44 a share.
Reinvestment in Orion
Only about 40 miles separate GMs corpo-
rate headquarters (ironically located at
Renaissance Drive) from the Orion Town-
ship plant. The distance from the current
GM troubles seems farther away. Of the
44 GM recall notices in the United States
since the beginning of 2014, just two have
involved cars manufactured at Orion. On
June 5, 31,000 vehicles, including not just
the Sonic and Verano but also the Chev-
rolet Camaro and Chevrolet Cruze, were
recalled for repair of a drivers side air bag
bar. On June 11, 21,000 Sonics from 2012
were recalled to repair a possible fracture
of the transmission turbine shaft. Thats
less than 50,000 cars compared with the
almost 18 million GM models recalled
this year.
The success t he t eam at Ori on has
enjoyed has earned it a reinvestment from
the company in new technology and new
processes to further streamline costs and
improve productivity. A new automated
guided vehicle (AGV) system allows pro-
duction materials to be kitted and deliv-
ered to line workers without the use of lift
trucks. The AGV processes also delivers
the chassis and drivetrain on time and in
sequence, and raises the chassis to the
proper height for the worker, improving
ergonomics and safety.
A new paint shop was installed inside the
walls of the Orion plant. The new paint
shop turned a three-coat process into one
step and reduced the footprint of the paint
shop by 250,000 sq ft. Hanly said. Its now
being used as a model for other facilities.
The changes are not limited to the assem-
bly line. At the rear of the facility, you get
a full view of the landscape around Orion.
You can see the coal bins and coal field that
used to provide power for the plant. The
old days of coal, like the old days of the old
work rules, are gone. Were completely
done with coal, Hanly said.
The plant sits between two landfills,
and later this year the landfill gas will
begin fueling eight new generators that
are expected to generate about half of the
power necessary to run the plant. A solar
array delivers another 350 kW of power for
the plant, part of an overall effort at GM to
expand the use of solar power at plant sites.
All of this reinvestment in Orion, just
five years removed from bankruptcy, has
turned the facility into a proving ground
for new GM initiatives. Brock thinks its
a proving ground for his team as well. He
said his team has earned the investments
by providing the results or payback on
the investment with the right methods and
behaviors. An engaged team of people that
embraces innovation and finds ways to do
Figure 5: The systems of automatic guided vehicles (AGVs) and hydraulics
allows cars to be lifted into place to improve ergonomics for the workers.
Courtesy: CFE Media PLANT ENGINEERING July/August 2014 33
things differently or better results in con-
tinuous improvements that help execute our
processes, ultimately resulting in positive
business results.
Fueling the future
It has been a year of unbelievable turmoil
within GM, and the impact of that turmoil
is not lost on the team at Orion. But they
also remain focused on making the Sonic
and Verano, and to continue to earn the
benefits of this new opportunity. The plant
leadership at Orion sees it as a very per-
sonal process.
I think about the bankruptcy, and then to
come back to where we are today, Hanly
said. Relationships matter; its how we
got here today.
I am proud of the team and their com-
mi t ment t o t he cust omer and worki ng
hard every day to be better than the day
before, Brock said. Our mission state-
ment is, Build it like we own it, and we
all take that to heart as we perform our
work every day.
By reducing the manufacturing foot-
print by 36%, the Orion team has opened
up the room for manufacturing expansion.
That was an impossible dream in 2009; the
workforce and the community would have
settled for just getting the plant reopened.
Now there is room for growth and room
for optimism.
A lot of factors go into defining the
future for a manufacturing operation. For
the near term, we can help the future of
Orion by staying focused on the things that
we have the ability to directly control and
influence, said Brock. In the longer term,
we will continue to create a culture that is
supportive of being a very Lean, efficient,
and flexible factory with a team that is
creative, innovative, and embraces change
in all we do.
Figure 6 & 7: Two major energy projects at Orion are the use of a 350 kW solar
array and a new series of generators that will take gas from the two neighbor-
ing landfills and convert to to electricity for the plant. Both replace the coal
field that now stands idle at the rear of the facility. Courtesy: CFE Media
34 July/August 2014 PLANT ENGINEERING
t was supposed to be the beginning of
a new era at General Motors (GM) on
Jan. 15, 2014, was supposed to be the
beginning of a new era at GM. The iconic
global automaker named 31-year com-
pany veteran Mary Barra as its new CEO,
making her the first woman to lead the global
auto manufacturer. On that auspicious day,
Barra said, With an amazing portfolio of
cars and trucks and the strongest financial
performance in our recent history, this is an
exciting time at todays GM. Im honored to
lead the best team in the business and to keep
our momentum at full speed.
Instead, Barras first eight months on the
job have been bogged down with a continuing
crisis over mechanical and engineering break-
downs of GM cars manufactured in the last
17 years. Since Aug. 1, 2013, GM has issued
more than two dozen separate recall notices,
covering more than 27 million GM vehicles
manufactured between 1997 and 2014.
The most serious recall issue is a prob-
lem with ignition switches on some GM
models manufactured between 2005 and
2011. The problem with the switches has
been blamed for 13 deaths over the past
decade, and sparked a flurry of lawsuits,
investigations, congressional inquiries, and
additional recalls.
Barra has twice testified before Congress
and faced sharp questioning while attempt-
ing to assure legislators, stockholders, and
customers that GM has learned from the
mistakes of the past and will change as it
develops its future engineering, safety, and
manufacturing processes.
The company hired former federal pros-
ecutor Anton Valukas to investigate the
cause of GMs troubles and to report on
solutions. Valukas report, issued June 5,
was a scathing indictment of past GM prac-
tices, and Barra fired 15 GM employees
as a result.
Courtesy: General Motors

For those of us who have dedicated

our lives to this company, it is enormously
painful to have our shortcomings laid out
so vividly.

Mary Barra, CEO, General Motors
In her own words:
Mary Barra and the GM recall crisis
Bob Vavra
Plant Engineering
Barra has been the visible public
face of the GM crisis, and she hasnt
shied away from the controversy,
even as the recall notices contin-
ued throughout the spring and sum-
mer. In her own words, here are her
public comments as the GM recall
crisis unfolded:
Submitted testimony to the U.S. House
Committee on Energy and Commerce
Subcommittee on Oversight and Inves-

I recently held a town hall meet-
ing to formally introduce our new
VP of global vehicle safety to the
company. We met at our Technical
Center, one of the places where the
men and women who engineer our
vehicles work. They are the brains
behind our cars, but they are also the
heart of GM.
It was a tough meeting. Like me,
they are disappointed and upset. I
could see it in their faces, and could
hear it in their voices. They had many
of the same questions that I suspect
are on your minds. They want to
make things better for our customers,
and in the process, make GM better.
Thats what Im committed to
Written comments to
GM stockholders:
The Valukas report was drawn from
more than 350 interviews with over
230 individuals and more than 41 mil-
lion documents. The report highlights
a company that operated in silos,
with a number of individuals seem-
ingly looking for reasons not to act,
instead of finding ways to protect
our customers.
Repeatedly, individuals failed
to disclose critical pieces of infor-
mat i on t hat coul d have f unda-
ment al l y changed t he l i ves of
those impacted by a faulty igni-
t i on swi t ch. If t hi s i nformat i on
had been disclosed, I truly believe the
company would have dealt with this
matter appropriately.
Even though investigators found no
evidence that any employee made a
trade-off between safety and cost in the
investigation of the Cobalt, its clear
that no one did enough to protect the
basic needs of these customers.
Submitted testimony to U.S. House
Committee on Energy & Commerce
Subcommittee on Oversight and
Its timein fact, its past timeto
insist on total accountability and make
sure that vital information is shared
across all functions in our company
so we can unleash the full power of
our 200,000 employees, our 21,000
dealers and our 23,000 suppliers.
The Valukas report, as you now
know, is extremely thorough, bru-
tally tough and deeply troubling. It
paints a picture of an organization
that failed to handle a complex safety
issue in a responsible way. I was deep-
ly saddened and disturbed as I read
the report. For those of us who have
dedicated our lives to this company,
it is enormously painful to have our
shortcomings laid out so vividly. There
is no way to minimize the seriousness
of what Mr. Valukas and his investiga-
tors uncovered.
Press release announcing a recall
of an additional 7.4 million vehicles
manufactured from 1997 to 2014:
We undertook what I believe is the
most comprehensive safety review in
the history of our company because
nothing is more important than the
safety of our customers. Our custom-
ers deserve more than we delivered
in these vehicles. That has hardened
my resolve to set a new industry
standard for vehicle safety, quality
and excellence.
We have worked aggressively to
identify and address the major out-
standing issues that could impact
t he safet y of our cust omers. If
any other issues come to our atten-
tion, we will act appropriately and
without hesitation.
E PLANT ENGINEERING July/August 2014 35
Plant Engineerings
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View our e-newsletters:
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Product and
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input #24 at PLANT ENGINEERING July/August 2014 37
n the past decade, significant changes
have occurred in industrial environ-
ments. With the growing cost of down-
time and rise of complex, high-density
electrical equipment, power distribution
syst ems are i ncreasi ngl y rel i ed on t o
provide a clean, steady supply of power.
Todays electrical equipment is also far
more i nt el l i gent , rel yi ng on sensi t i ve
electronic controls and microprocessors
to maintain optimal plant performance
around the clock.
These developments have increased the
importance not only of power quality and
reliability, but also of preventative mainte-
nance. With larger equipment investments,
it becomes vital to address possible issues
before they result in unplanned downtime
or costly equipment damage.
Further, power systems evolve over time
while plant managers constantly strive to
incorporate best-in-class equipment to
enhance the reliability, efficiency, and
safety of operationswhich often leads
to an infrastructure built with products that
vary in age and manufacturer.
To keep a close eye on equipment and
power status, equipment vendors and origi-
nal equipment manufacturers (OEMs) have
moved away from proprietary technology
and toward industry standard communica-
tions. Many pieces of modern equipment are
embedded with Internet Protocol (IP) address-
es, which allow plant management to actively
and remotely monitor equipment by visiting a
dedicated Web address for each device.
However, there could be thousands of
individual devices across an enterprise.
Remote energy monitoring improves
plant performance, reduces downtime
Marty Aaron
Electrical power management systems can unify data from multiple devices within a facility or enterprise electrical
system. These platforms provide a resource for remotely monitoring all power system data within a single dashboard.
Courtesy: Eaton
A single dashboard can display power quality information to head off problems.
With a high dependence on
electrical systems and the need
for power quality, manufacturers
are looking at a single dashboard
to monitor power quality issues.
Power management platforms
can collect data from a wide vari-
ety of devices and display them in
a unified way.
By collecting operational data
from the site and evaluating it on
a daily basis, users can reduce
the potential for damage to plant
38 July/August 2014 PLANT ENGINEERING
Thus, i t can become
very difficult and time
consuming to achieve
t he ful l pot ent i al of
r emot e management
by taking a one-off
approach. Provi di ng
a solution, electrical
power management systems can unify
data from multiple devices within a facil-
ity or enterprise electrical system. These
platforms provide a resource for remotely
monitoring all power system data within a
single dashboard, and can advance power
management programs by tracking histori-
cal and real-time power system data.
Electrical power management systems
Offering a cost-effective solution, modern
electric power management software can
prove a critical tool in any enterprises
daily operation. It not only unifies data
from electrical equipment across a single
facility or enterprise, but todays platforms
provide actionable input for proactive man-
agement and decisions on budget planning,
capital equipment replacement or expan-
sion, production and operations schedul-
ing, and energy usage and management.
From a remote management standpoint,
modern electrical power management sys-
tems can:
Keep you informed at a glance with
a dashboard telling you exactly what
you need to know
Notify you when something happens
and lets you address the issue wher-
ever you are
Help you spot energy usage anoma-
lies so you can identify and adjust the
equipment causing the problems
Provide you the detailed forensic data
to determine the root cause of power
Give you the long-term power and
energy usage information needed to
make smart capital investment
To manage a plant effectively, you need
insight into your power and energy systems
where you need it, when you need it, every
time. Electrical power management systems
move beyond simple alarm notification
to gain true insight into your power and
energy systems to help you proactively and
predi ct i vel y address
These platforms play
a significant role in
identifying equipment
or system issues before
major problems occur,
and can aid in trouble-
shooting or diagnosing equipment failures.
They also help anticipate risks and can result
in huge financial benefits to plant opera-
tions, with a majority of features available
through remote access.
But, how can plant managers best utilize
the information that electrical power man-
agement programs provide?
Intelligent data acquisition
With an electrical power management plat-
form, multiple data acquisition tools obtain
daily operational data from equipment. From
the basement to the rooftop, for one facility or
multiple, power management platforms can
collect data from the following device types
commonly found across industrial plants:
Meters and submeters
Circuit breakers
Motor control overload relays
Motor protective relays
Feeder protective relays
Uninterruptible power systems (UPS)
Power distribution units
Automatic transfer switches
I/O modules
Though these platforms are designed
to provide a complete overview of power
and energy systems, they deliver specif-
ic information and benefits for a variety
of applications.
For example, a typical monitoring sys-
tem could have 100 or more data collec-
tion points, several months of historical
data storage, and even longer-term storage
of minimum, maximum, and average data.
These monitoring systems utilize embedded
intelligence to help identify key trends from
all incoming data, creating trend plots. The
user can then set multiple parameters to be
viewed on a single screen and, if needed,
saved for future analysis. But how does this
impact remote management?
The alarm process
Advanced monitoring software integrated
into electrical power management systems
Maintaining equipment
health, plant availability, and
energy efficiency is critical. PLANT ENGINEERING July/August 2014 39
can help plant management identify issues
before they can reach impactful levels.
Using pattern recognition to interpret
data, power management platforms can
create trend graphs of equipment opera-
tions under typical conditions. By creating
these standard benchmarks for operating
conditions, it is possible for the system to
quickly identify a fault or potential harmful
power condition.
Once incoming data is flagged as a poten-
tial problem, it is processed through a series
of advanced data analysis tools, and the
results can be sent as an alarm to plant man-
agers. Upon receiving the alarm, plant staff
can react quickly to analyze the details of the
issue, before brainstorming possible causes
and suggested actions.
For facility issues, man-
agement can see all the
equipment on the factory
floor or across an enter-
prise, with key indicators
on energy consumption,
power quality, and active
alarms prominent on the
screen so that they can
take quick action.
For i nf or ma t i on
t echnol ogy i ssues,
managers can quick-
ly assess the ent i re
power syst em, i ncl udi ng t he t radi -
tional power distribution equipment,
such as UPSs, power distribution units,
and generators for optimal operation. Pro-
viding access to the information needed
to maintain desired levels of efficiency,
power consumption, and power quality to
keep plants running smoothly and minimizing
These platforms also provide the ability
to view a concise summary of device alarms
and manage alarms at a remote location.
Specific alarms can be coded for ease-of-
use, with sorting and filtering for specific
management teams built in. Additionally,
alarms can be acknowledged individually
or by groups; sorted by date, priority, or
device; and exported for further analysis.
You can also dive deeper for additional
analysis including viewing historical data
around the time of the alarm occurrence.
The importance of remote monitoring
There are numerous potential benefits
of these remote monitoring capabilities.
By collecting operational data from the
site and evaluating it on a daily basis, users
can reduce the potential for damage to
plant equipment.
The diagnostic tools embedded in elec-
t ri cal power management syst ems are
designed to detect slight indications or
changes in monitored parameters. These
changes can be thoroughly analyzed to pro-
vide early fault detection to limit equip-
ment damage and reduce maintenance costs
by having the opportunity to proactively
address issues, such as providing the fore-
sight to accommodate for planned down-
time when repairs are needed.
Investments in new technology, and the
desire to enhance electrical efficiency
and reliability have caused the potential
benef i t s f or r emot e
monitoring to rapidly
increase across indus-
t r i a l a ppl i c a t i ons .
Electrical power man-
agement systems are
contributing by mak-
ing information easier
t o anal yze and di s-
sect. These platforms
unify data acquisition,
analysis, storage, and
reporting, while pro-
viding early detection
of abnormal conditions of plant equipment.
This information makes it easier to make
informed business decisions to address
diagnostics issues.
Maintaining equipment health, plant
avai l abi l i t y, and energy effi ci ency i s
critical. The remote monitoring and man-
agement capabilities of modern electrical
management platforms are helping cus-
tomers achieve these objectives without
enormous investment or training. Addition-
ally, these systems are dynamic and con-
stantly updated to enhance ease-of-use and
interoperability with the latest equipment.
Most important, these solutions enable
users to easily access the data needed
to make direct improvements in the over-
all power reliability, energy efficiency,
and safety in the environments they man-
agewhether they are on-site or not.
Marty Aaron is Eatons product line man-
ager for software and connectivity products
and has more than 25 years of experience
in the electrical industry.
Advanced monitoring software
integrated into electrical power
management systems can help
plant management identify
issues before they can reach
impactful levels.
40 July/August 2014 PLANT ENGINEERING
ariable frequency drive (VFD) users
often have strict demands placed on
them to mitigate harmonic distortion
caused by nonlinear loads. Many
methods are available including line reactors,
harmonic traps, 12- or 18-pulse rectifiers,
and low pass filters. Some of these solutions
offer guaranteed results and have no adverse
effect on the power system, while the per-
formance of others is largely dependent on
system conditions.
Certain techniques require extensive system
analysis to prevent resonance problems and
capacitor failures, while others can be applied
with virtually no analysis whatsoever. In some
cases harmonic mitigation technique decisions
were based on a technical misunderstanding,
lack of information, theoretical data, or on
invalid assumptions.
Looking at the theory
of operation for various
harmonic mitigation tech-
niques and their typical
real-life performance takes the guesswork
out of harmonic reduction by demonstrating
the typical performance of various harmonic
mitigation techniques and offering a quantita-
tive analysis of various methods in real-life
VFD operating conditions.
Source reactance
The magnitude of harmonic currents in a
nonlinear load depends greatly on the total
effective input reactance, which is composed
of the source reactance plus added line reac-
tance. Given a 6-pulse rectifier with dc bus
capacitor, one can predict the resultant input
current harmonic spectrum based on this
input reactance. The lower the source reac-
tance (the more stiff the power source), the
higher the harmonic content will be.
Since power distribution transformers fre-
quently have impedance ratings between 1.5%
and 5.75%, one would expect that source imped-
ance is often relatively high and that harmonics
should therefore be quite low. However, trans-
former impedance ratings are based on trans-
former rated KVA, so when the transformer is
partially loaded, the effective impedance of the
transformer, relative to the actual load, is pro-
portionately lower (i.e., 1.5% impedance at 30%
load = 0.5% effective impedance).
Line reactors
Use of ac line reactors is a common and
economical means of increasing the source
impedance relative to an individual load.
Line reactors are connected in series with
the 6-pulse rectifier diodes at the input to
the VFD.
Typical harmonic performance of reactors
The typical total harmonic current distortion
(THID) spectrum data for a 6-pulse VFD
load fed by a power supply with an effective
source reactance of 3%, 5%, and 8% appears
as follows:
This data represents the harmonics mea-
sured at the input to the 6-pulse rectifier and
will reduce to lower percentages when mea-
sured further upstream, provided there are
other linear loads operating on the system. If
20% of the system load is composed of VFDs
with 5% input impedance, and 80% linear
loads, the harmonic current distortion at the
VFD input will be 35% THID, but only 7% at
the supply transformer secondary.
Typically costing less than 3% of the motor
drive system, line reactors are the most eco-
nomical means of reducing harmonics. Prac-
tical ratings can achieve 29% to 44% THID
at the input to the 6-pulse rectifier (usually
lower THID at the transformer secondary),
at full load operation. Their typical watts
losses are less than 1% of the load. A reac-
tor is particularly effective where no dc link
choke is present.
Reactor performance at light load
The harmonic mitigation performance of
reactors varies with load because their effec-
tive impedance reduces proportionately as
the current through them is decreased. At
Assessing the performance
of harmonic mitigation alternatives
John Streicher
MTE Corporation
3% reactance 5% reactance
8% impedance
(3% dc choke and 5% ac reactor)
THID 44% 35% 29%
Looking at the theory of opera-
tion for various harmonic mitiga-
tion techniques and their typical
real-life performance takes the
guesswork out of harmonic
One can predict the resultant
input current harmonic spectrum
based on this input reactance.
The lower the source reactance
(the more stiff the power source),
the higher the harmonic content
will be
One should consider the merits
of each technique regarding cost,
power loss, and harmonic distor-
tion effectiveness, and carefully
weigh the pros and cons of each
before making a choice PLANT ENGINEERING July/August 2014 41
full load, a 5% effective impedance reactor
achieves harmonic distortion of 35% THID;
however, at 60% load its effective imped-
ance is only 3% {0.6 x 5% = 3%}, and har-
monics will be 44% THID.
Although THID increased as a percentage,
the total rms magnitude of harmonic current
actually decreased by nearly 25% {1 ((.6 x
44%) / 35%) = 24.5%}.
Since voltage distortion at the transformer
secondary is dependent upon the magnitude
and frequency of current harmonics that cause
harmonic voltage drops across the transform-
ers internal reactance, the voltage distortion
(THVD), at the transformer secondary, actu-
ally decreases as this load is reduced.
Tuned harmonic trap filters
Harmonic trap performance
Tuned harmonic filters (traps) involve the
series connection of an inductance and
capacitance to form a low impedance path
for a specific (tuned) harmonic frequency.
The filter is connected in parallel (shunt)
with the power system to divert the tuned
frequency currents away from the power
source. Unlike line reactors, harmonic traps
do not attenuate all harmonic frequencies.
Most often they are tuned for 5th harmonic
or 300 Hz.
If applied to a low impedance power
source, the harmonic mitigation performance
of this filter is quite limited and the ben-
efit of this filter may be unrecognizable. To
improve the performance of a trap filter, a
5% impedance line reactor may be connected
in series with the input to the filter. If the
VFD has internal line reactance, harmonic
trap performance may improve slightly. The
typical residual THID for a 6-pulse rectifier
with a tuned 5th harmonic trap is between
20% to 30% at full load, provided there is
significant source impedance.
The watts loss of this type of filter can be
2% to 3% of the load, and it can cost ten times
the price of a line reactor. Tuned harmonic
traps can alter the natural resonant frequency
of the power system and may cause system
resonance. They may attract harmonics from
other nonlinear loads sharing the same power
source and must be increased in capacity to
accommodate the addition of new loads. For
best results, a power system study should
be performed to determine the magnitude of
harmonics to be filtered (from all loads), the
power system resonant frequency, and the
impact of future addition of loads.
Harmonic traps at light load conditions
Harmonic trap filters traditionally achieve
their best attenuation of harmonics at full load
conditions. However, advancements in filter
technology allow some filter designs to adapt
to varying load by changing impedance with
the load. This allows the adaptive filters to
perform well even at lightly loaded conditions.
12-pulse rectifiers
Theory of performance
The 12-pulse rectifier configurations have
been used for lowering harmonic levels. The
theoretical benefits of 12-pulse rectification
include cancellation of 5th and 7th harmonic
elements. However, real-life harmonic miti-
gation resulting from the use of 12-pulse
rectifiers can be quite different than the theo-
retical expectations.
The most common method of 12-pulse rec-
tification involves the parallel connection of
two bridge rectifiers, each fed by a 30-degree
phase shifted transformer winding. Often the
transformer has a single primary winding and
dual secondary windings. One secondary wind-
ing is a delta and the other is connected in wye
configuration to achieve 30 degrees of phase
shift between secondary voltages.
One of the major design goals in multi-pulse
operation is to get the converter semiconduc-
tor devices to share current equally. If this is
achieved, then maximum power and minimum
harmonic currents can be obtained. To achieve
cancellation of harmonics, the two individual
bridge rectifiers must share current equally.
This can only be achieved if the output volt-
ages of both transformer secondary windings
are exactly equal.
For 18-pulse configura-
tions, they use a specialized
transformer with three sets
of 3-phase outputs that are
phase shifted by 20 degrees
each to supply three sets of
full wave bridge rectifiers.
Theoretically, this configu-
ration cancels the 5th, 7th,
11th, and 13th harmonics.
Courtesy: MTE Corporation
42 July/August 2014 PLANT ENGINEERING
12-pulse rectifier drawbacks
Because of differences in the transformer sec-
ondary impedances and open circuit output
voltages, this can be practically accomplished
for a given load (typically rated load) but not
over a range in loads. The performance of
12-pulse systems does not hold up well under
a line imbalance. Typical losses of a 12-pulse
transformer are 3% to 5% of the transformer
KVA rating. Note that the extra diodes and
transformer windings will add significant cost
to the system.
18-pulse rectifiers
Theory of operation
The 18-pulse configurations use a very
specialized transformer with three sets of
3-phase outputs that are phase shifted by
20 degrees each to supply three
sets of full wave bridge rectifiers.
Theoretically, this configuration
cancels the 5th, 7th, 11th, and
13th harmonics. It may be quite
optimistic to expect the nine sup-
ply voltages, feeding three bridge
rectifiers, to be balanced under
all operating conditions.
Maintaining equal dc current
through three bridges is more
difficult than with 12-pulse sys-
tems simply because the number
of variables increases by 50%. As
with 12-pulse systems, the 18-pulse rectifiers
ability to reduce harmonic currents is best when
operating at full load conditions and when all
of the nine voltages are equal.
Performance at full load
with balanced line voltages
In a laboratory exercise it is possible to control
the three line voltages that supply the 18-pulse
transformer primary winding; however, in
real-life applications this may be quite difficult
to achieve. Even when the primary voltages are
balanced, maximum attenuation of harmonics
with 18-pulse rectifiers requires that all nine
secondary voltages be balanced.
This allows dc current to be shared equally
by each of the three bridge rectifiers, provided
the semiconductor and circuit resistances are
identical for all phases. Due to the large number
of variables, the likelihood of achieving theo-
retical harmonic performance is rather poor;
nonetheless, an acceptable level of harmonic
reduction is quite possible.
The 18-pulse rectifiers also experience
diminishing performance when line voltages
are not balanced, and when operating at less
than full load. An 18-pulse drive may offer
guaranteed harmonic distortion levels, but typi-
cally only at full load and full speed conditions,
with voltages that are balanced within 1%. The
effect of unbalanced voltages is that as the load
is decreased, the magnitude harmonic distortion
increases significantly. While THID at full load
may be fairly low, at 40% load, harmonic cur-
rent distortion can be over 20% THID, when the
line voltages were only 1% unbalanced. With
3% imbalance the harmonic current distortion
increases to over 40% THID. To enhance the
performance of 18-pulse drives, line reactors
can be added in series with the individual bridge
Electrical system reliability and normal life
expectancy of electrical equipment rely heavily
upon a clean and reliable power supply. Those
wishing to maximize productivity through utili-
zation of clean power technologies have several
harmonic mitigation techniques available.
Reactors are low cost and provide a sig-
nificant reduction in harmonics for drives
with no link choke or other harmonic mitiga-
tion employed. Reactors provide the biggest
reduction in harmonics for the lowest cost
and can reduce the harmonic current content
from 100% to about 30% THID but will not
go much farther.
Traditionally thought of as the bulletproof
solution, multi-pulse converters provide good
harmonic performance of about 4% to 6%
THID under a controlled range of conditions
for imbalance and loading. However, multi-
pulse solutions are often very costly and take
up significant real estate. They are also gen-
erally the least efficient, adding as much as
1.5% to 2% losses to the system.
Passive filters are readily available and can
be fitted to standard 6-pulse drives yielding
harmonic mitigation levels of less than 5%
THID. Some newer passive filter designs now
employ technology that allows the filters to
perform well under imbalanced conditions
and at much lighter loads than multi-pulse
solutions. The passive filter will have lower
power losses and typically be much smaller
and lower cost than the multi-pulse.
One should consider the merits of each
technique regarding cost, power loss, and
harmonic distortion effectiveness, and care-
fully weigh the pros and cons of each before
making a choice.
John Streicher is an application engineering
manager for MTE Corporation.
As seen above, multi-pulse
converters provide good
harmonic performance of
about 4% to 6% THID under
a controlled range of con-
ditions for imbalance and
loading. Courtesy: MTE Cor-
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46 July/August 2014 PLANT ENGINEERING
eliability-focused engineers and tech-
nicians often read, with great interest,
articles on equipment upgrade oppor-
tunities. If nothing else, even an older
article can prove informative because it allows
readers to determine if progress has been made
in the intervening years.
In this instance an editorial write-up on
Reducing Moisture Contamination in Bear-
ing Lubrication caught my eye. It dealt with
the effects of moisture contamination and the
need for bearing protectionsubjects of obvi-
ous importance.
The article noted that lip seals seem to
be permanently denigrated when they are not
used in an optimum configuration. The auto-
motive industry uses cartridge arrangements
(cassettes), to what appears to be good effect.
They are widely used on trucks and buses,
which now often have a half million-mile
warranty. This must be in excess of 10,000
operating hours, so would be potentially quite
adequate for many intermediate duty pumps.
Environmental and energy savings
Of course, the rolling element bearings of
many hundreds of millions of electric motors,
various process pumps, industrial machines,
and hundreds of millions of motor vehicles
are successfully protected against lubricant
loss and contamination by lip seals. I certainly
concur that lip seals have served industry for
more than a century in applications where the
lip (a flexible elastomeric component, top
half of Figure 1) received ample lubrication
and where the shaft surface velocities were
A 20 mm (0.78 in.) automobile drive shaft
operating at a maximum speed of 2,000 rpm
(2,093 mm/s, or 82.4 ips) would represent a
rather strenuous application for an automobile.
Nevertheless, this velocity is much lower than
the 12,250 mm/s, or 482 ips rubbing velocity
of a 65 mm (~2.56 in.), 3600 rpm shaft in a
centrifugal pump.
A rather universally accepted rule-of-thumb
assumes that rubbing wear increases as the
cube of the velocity ratio. Therefore, if a well-
designed lip seal in an automobile had a life of
1,000,000 miles at 50 mph, this would equate
to 20,000 operating hours on a set of lip seals.
In the industrial equipment example and at
a surface velocity almost six times greater, the
wear life would be diminished by a factor of
200 and lip seals would last 100 hoursa very
unattractive choice by any measure.
Lifecycle cost consequences
It is reasonable and defensible, based on
industrial experience, to relate two different
scenarios for the two completely different
bearing housing seals illustrated in Figure 1.
A lip seal is depicted on the upper portion of
the shaft. Purely for the sake of using a simpli-
fied example, we will assume this particular
lip seal costs $5; the lower portion shows a
modern rotating labyrinth seal and we choose
to price it at $100.
SCENARIO 1: Machinery bearing
housing application
To avoid shaft fretting, moisture intru-
sion, and premature bearing failure
(assuming labor and materials to remedy a
bearing failure cost $6,000), we replace a
$5 lip seal twice a year. If labor (including
overhead) is billed at $500 per event, labor
and materials would require a combined
outlay of $1,010 per year.
Alternatively, and purely for the sake of
illustration, we make the decision to replace
a $100 modern dynamic O-ring rotating laby-
rinth seal after just two years of operation.
In that case, labor is $250/year and materials
cost $50/year. Our total outlay would then be
$300 per year. (In actuality, advanced rotating
labyrinth seals have an estimated operating
life of 10 years.) The payback exceeds 3:1.
SCENARIO 2: Machinery bearing
housing application
This time, assume we use a lip seal and
run it to failure. Allowing the lip seal to
degrade might cause a bearing failure after
perhaps two years of operation. We have
saved $1,010 and, assuming we do not
Rotating seals or lip seals?
Analyze lifecycle costs and use them to pick the right application.
Heinz Bloch, PE
Process Machinery Consulting
Rotary seal
Groove in
shaft from
lip seals PLANT ENGINEERING July/August 2014 47
incur production outage time, the
repair still costs the plant $6,000 per
event, or $3,000 per year. We seem to
lose by pursuing this scenario.
In both scenarios, upgrading to
advanced rotating labyrinth seals
would be more cost-effective than
staying with lip seals. The fact that
rotating labyrinth seals, at least in
this example, cost 20 times more than
rotating labyrinth seals is of no con-
sequence in lifecycle cost analyses.
Generally speaking, its easy to cost-
justify superior rotating labyrinth seals
for protecting the bearing housings of
millions of process pumps, gear boxes,
motors, and similar equipment.
Energy savings are possible
As long as a lip seal is operational-
ly effective (i.e., there is little or no
elastomer lip wear) and tightness and/
or lack of lubrication has not caused
degradation of the shaft due to wear
(top of Figure 1), it is reasonable to
assume that 160 W of frictional energy
are consumed by an average lip seal. At
$0.10/kWh, this would equate to $140
per year. The frictional energy to be
overcome in an equivalently sized and
well-designed rotating labyrinth seal
(lower half of Figure 1) is probably only
a fraction of 160 W.
If, in the aforementioned Scenario 1,
precautionary lube oil replacements (oil
changes) were performed and a lube oil
charge and its environmentally accept-
able disposal were factored in, the pic-
ture would shift even more in favor of
modern dynamic O-ring rotating laby-
rinth seals.
While reasonable people will certainly
agree that lip seals have their place in
disposable appliances and in machines
which, for unspecified reasons, must fre-
quently be dismantled, engineers should
always look at the full picture.
While in no way claiming all lip
seal applications are past their prime,
there are now viable alternatives for
an increasingly reliability-focused and
energy-conscious user community. Lip
seals rarely measure up to the expecta-
tion of the majority of intermediate duty
pump users.
As maintenance persons will know,
tight-fitting lip seals can wear a groove
into the shaft (Figure 1, top half).
However, the modern rotating laby-
rinth seal upgrade (lower half) will not
contact pre-existing wear grooves in
the shaft. All things considered, plant
engineers may look at the rotating
labyrinth option.
Heinz Bloch, P.E. is a consultant
and author with Process Machinery
Consulting. He can be reached at
Figure 1: Comparison of elastomeric
lip seal (top part of illustration) and an
advanced rotating labyrinth seal (lower
part). Courtesy: Heinz Bloch
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input #27 at PLANT ENGINEERING July/August 2014 49
e cannot improve what we do not
measure. That does not, however,
mean that we can improve just
because we measure. To be use-
ful, what we choose to measure needs to
point us to where improvements need to be
made and what actions need to be taken.
These measurements should help assure us
of the safe operations of our units when they
are safe, and alert us to take action when it
is necessary to do so. Not having the right
measures in place may give an organiza-
tion a false sense of safety and, even worse,
drive complacency.
Many organizations use common mea-
sures such as total recordable injuries, injury
frequency rates, etc., to satisfy themselves
that they are managing safety satisfactorily.
Unfortunately, for operations with equip-
ment-based and process-based hazards,
these measures are definitely insufficient.
In fact, several catastrophic incidents have
resulted from reliance on metrics that are
unsuitable as process safety performance
indicators. In response to this, there has
been a rise in the number of references and
discussions on the topic of appropriate met-
rics for Performance Indicator.
Despite all these available resources,
however, some organizations still feel inad-
equate with their process safety performance
monitoring. Could it be that this feeling of
inadequacy has more to do with how metrics
are collected and used? Is the data collec-
tion process as important as metric selection
in ensuring the effectiveness of perfor-
mance management?
Common challenges
An organization looking to implement a
performance management program is often
faced with several common challenges.
Many of these challenges stem from the
failure in executing the necessary elements
of a performance management program (see
Figure 1), such as the improper selection
of metrics, having a nonrobust data collec-
tion process, having an ineffective or non-
existent data monitoring and review process,
and, most importantly, the failure to initiate
actions based on the data review process and
to manage them to timely completion.
Specific to data collection, there are other
functional and cultural issues that make it
especially difficult to implement. Table 1
summarizes the commonly observed challeng-
es in establishing a data collection process.
Ultimately, the organization needs to be
confident in the data that it is monitoring and
using for the basis of its actions and rewards.
Not addressing these common issues will
result in an ineffective program, giving the
organization a false sense of safety or, con-
versely, an unnecessary sense of paranoia.
The personnel tasked to collect the data may
also feel frustrated and confused, and may
begin questioning the value of the process.
Data management systems
Many organizations are now turning to IT
tools to help them with data collection,
consolidation, and presentation for their
performance management program. This is
primarily driven by resource constraints.
Some organizations build their own data
collection templates and dashboards using
Microsoft Excel or a similar program, and
some use commercial software.
Research by the Aberdeen Group high-
lighted that best-in-class companies tend
to invest in an integrated safety system that
connects with plant automation data directly.
Such a system allows for real-time perfor-
mance monitoring and provides visibility
to plant operation for diagnostic purposes.
Having the right non-paper-based IT data
management system in place can certainly
help with the robustness of a performance
management program.
For example, a data management system
that works by managing process safety work-
flows can make performance management
Safety data collection process
as important as whats collected
Take the system beyond paper to process hazard analysis.
Alfonsius Ariawan
DuPont Sustainable Solutions
Despite advancements in data
collection and analysis, some
organizations still feel inadequate
with their process safety perfor-
mance monitoring.
Many organizations are now
turning to IT tools to help them
with data collection, consolida-
tion, and presentation for their
performance management pro-
Producing an analyzing data
effectively can minimize func-
tional and cultural issues.
The choice of metrics is impor-
tant, but equally important are
the implementation of an effec-
tive data collection and rigorous
review process.
50 July/August 2014 PLANT ENGINEERING
more effective and robust. The system works
by collecting information as events occur,
such as when the need to initiate a change
arises, an emergency drill or process hazards
analysis (PHA) is conducted, or when a per-
sonnel transfer occurs. A user will input the
appropriate record into the system indicating
that an event has occurred, or is about to occur.
The system will then guide the organization
through the workflow as defined and config-
ured into the system. It will trigger appropriate
notifications, requests for necessary approvals,
or requests for other additional information
as necessary, until all requirements to close
the record are completed. It essentially func-
tions to electronically guide the organization
through its process safety standard.
The idea of collecting data as it is available
or required in the workflow is a change from
how a performance management program is
traditionally done. With this, data collection
is now part of the management of the specific
performance safety management (PSM) ele-
ment. No longer do personnel feel that they
are collecting data for the sake of
reporting. The use of the software
will provide them with clarity and
understanding of the relevance
of the data being collected in the
overall workflow.
Users will have an apprecia-
tion that the data being collected
is consistent with the require-
ments of the organizations PSM
standard. As a bonus, the system
will also force certain opera-
tional discipline. Overdue items
are highlighted immediately and
reminders automatically trig-
TABLE 1: Common challenges typically encountered during the implementation of a performance management program
Definitions are typically available, but they do not adequately address the practical nuances
that may be encountered during the data collection process
Metrics are selected without review by the organizational units or sites that are ultimately
responsible for data collection
Some data is just not practical to capture and track
forMatting, untiMely/
typically encountered in organizations with multiple units/sites
Standard template may help with format consistency, but only to certain extent
issue is usually most common during the initial phases of data collection
Coordination of data collection and the consolidation, formatting and rolling up of informa-
tion take considerable effort
Personnel are usually assigned to these tasks in addition to their daily jobs
Workload usually spikes near the end of the month/quarter
typically encountered in organizations with multiple units/sites especially those with a
less mature safety culture
While competition is healthy, leadership fails to foster the environment of sharing for the
collective benefit of the organization
organization does not understand the intent of the program
unclear expectations by leadership
unclear/ambiguous metrics definition used as reason for not submitting data, or for submit-
ting a more favorable interpretation of the metrics
Personnel feeling frustrated with the extra workload associated with data collection, par-
ticularly nearing the reporting period, and start to question the value of the process
With no visibility of the review process and the subsequent actions taken, personnel may
feel that they are collecting data for the sake of reporting
Figure 1: Elements of a
performance management
system. Metrics need to be
appropriate for the organiza-
tions maturity level and rich
in signal, collected through
a robust data collection
process, and monitored and
reviewed regularly. Appro-
priate actions need to result
from the review process, be
it recognition for positive
results or corrective actions.
Either way, these actions
need to be tracked to com-
All graphics courtesy: DuPont Sustainable Solutions PLANT ENGINEERING July/August 2014 51
gered. Shortcuts or incomplete information
on certain forms can be configured so that
they are not possible when using the software.
Collecting data as part of workflow man-
agement using an IT system will also allow
the organization easier access to more infor-
mation. Information that is not typically
reported for performance management pur-
poses is now available electronically. For
example, the leadership team can now easily
find out if the number of near misses is dis-
proportionally higher with overtime workers,
in which case a review of the organizations
fatigue management may be warranted.
This allows for a more effective diagnosis
of trends, facilitated by data queries or built-
in search capabilities.
Having data available on demand for man-
agement review and diagnosis is powerful.
Data no longer needs to be collected specifi-
cally for the purpose of performance man-
agement review at some regular frequency.
Instead, data can now be produced anytime.
The system will reflect all changes in real
time in the prebuilt dashboards. The idea
of being able to produce and report data as
needed versus having to collect data reflects
a shift from how performance management is
traditionally implemented. With this, func-
tional and cultural issues highlighted above
can be alleviated, if not eliminated altogether.
Effective models
So, what kind of data management system
is most effective? DuPont represents the
14 PSM elements in the spokes-and-wheel
model, as shown in Figure 2. An ideal data
management system should be able to man-
age all 14 PSM elements in an integrated
manner to get the full benefit of the system.
For example, an incident that triggers a
record into the incident management module
should be able to be linked to the resulting
management of change (MOC) record, if
one of the recommendations from the inves-
tigation is to execute a process change.
Subsequently, the MOC record should be
able to be linked to a PHA record, which
may be triggered by the request for the
change, and so on. All action items should
also be managed centrally, enabling users
to have a complete view of all their obli-
gations. This is certainly more preferable
than having multiple systems managing the
various PSM elements, which will require
resources to download and consolidate data
from the multiple source points.
In fact, having multiple systems will defeat
the benefit of having an IT-based data man-
agement system. Also, because workflows
may change over time, the chosen system
needs to be configurable to give the organi-
zation sufficient flexibility to accommodate
future changes.
But the system is just a tool to facilitate
the overall objective. Supporting business
processes, operational discipline, leadership
support, and the right organizational culture
are still important and needed for an effective
performance management program. Also, the
system will work only as well as the workflow
that is configured into it. An effective system
will have a practical, yet rigorous element
management workflow configured into it.
Having a robust performance management
system is critical for the safe operation of an
organization. The choice of metrics is impor-
tant, but equally important are the implemen-
tation of an effective data collection and rigor-
ous review process, and the subsequent means
to initiate and track actions. Many organiza-
tions struggle with these elements. They are
usually faced with some common functional
and cultural issues when implementing such
a system.
Having a non-paper-based data manage-
ment system can help. It allows for data to
be collected as part of workflow management
and be produced on demand. The concept of
producing versus collecting data for perfor-
mance management is a paradigm shift that
may help organizations with their journey of
continuous improvement.
Alfonsius Ariawan is global solutions archi-
tect with DuPont Sustainable Solutions (DSS).
Figure 2: An example of the
DuPont PSM model
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input #28 at PLANT ENGINEERING July/August 2014 53
here is much speculation about how
the Internet of Things (IoT) will
usher in the next phase of automa-
tion. Proponents say it promises
greatly increased productivity while low-
ering costs, but some plant managers and
IT professionals are skeptical of the costs
required to build smart systems and meet
security requirements.
The good news is that many IoT implemen-
tations can be accomplished with the smart
devices and advanced HMI already operat-
ing in many plants. Furthermore, the price
of smart sensors and the networks that con-
nect them to plant automation systems and
the larger enterprise are rapidly decreasing,
easing the way for new projects and modi-
fications to existing systems.
While advanced machine-to-machine
(M2M) communications and IoT may seem
far off, these concepts are poised to change
the face of manufacturing as much, if not
more, than the introduction of networking
and the Internet.
Automation systems are exceptionally
good at gathering huge amounts of data, but
this data isnt usually extrapolated as con-
text-based information and used to maximize
Today, affordable technologies exist to
transform raw data into actionable infor-
mation for a person in an office making a
production decision, an operator reviewing
trends, or an executive who needs market-
ing information. In advanced M2M and
IoT implementations, machines and com-
ponents can even automatically respond to
data exchanged among them, resulting in
increased uptime and productivity without
unduly burdening plant operations personnel.
What is the Internet of Things?
The ARC Advisory Group defines the indus-
trial IoT as connecting intelligent physical
entities, such as sensors, devices, machines,
assets, and products, to each other, to Inter-
net services, and to applications. Its a con-
cept that focuses on collaboration between
machines, processes, and humans.
All plants generate huge amounts of
data, but storing and analyzing it to make
informed decisions has been a challenge.
Fortunately, there are visualization and ana-
lytic tools available, and many manufactur-
ers already have these functionalities in their
advanced HMI but arent using them to the
optimum extent. These tools are the foun-
dation of proactive maintenance, logistics.
and forecasting.
IoT-connected systems are expected to fur-
ther optimize processes, increase efficiencies,
and reduce expenditures. At a recent keynote
address, Cisco CEO John Chambers predicted
IoT can help manufacturers generate $3.88
trillion of value through higher revenues and
lower costs over the next several years.
Of course, Cisco and other vendors arent
disinterested observers, as any concept that
involves networking is one that should be
promoted in their eyes. Things look different
from the manufacturers point of view, where
investments cant be made unless improve-
ments will result.
Tangible benefits
One of the biggest advantages to an IoT
system is the ability to see data in easy-to-
understand views. Operators can view trend
data on a particular machine to improve its
performance. The same machine can also
send data to the enterprise network. This
data can be filtered and displayed on an
OEE dashboard, helping plant managers
get a clear picture of overall operations,
and executives to interpret data sent from
multiple plants for production forecasting.
Presenting data in this and other related
ways ensures that everyone sees the appro-
priate information without meaningless
data overload.
In addition to helping people better use
data, advanced M2M and IoT enable devices
The changing plant floor
Marcia Gadbois
From advanced M2M to the Internet of Things, connectivity improvements
are poised to transform manufacturing.
Technologies exist to trans-
form raw data into actionable
information for anyone within an
The technology, generally
referred to as the Internet of
Things (IoT) is concept that
focuses on collaboration between
machines, processes, and
One of the biggest advantages to
an IoT system is the ability to see
data in easy-to-understand views.
Todays smart automation
environments allow companies to
more easily capture, analyze, and
create value from data.
54 July/August 2014 PLANT ENGINEERING
to interact with information from another
device without the need for human inter-
action. This type of self-organized opera-
tion minimizes the lost time and materials
that can result from unexpected changes
in production (Figure 1).
For exampl e, a bot t l eneck occurs at
one part in the production line. The PLC
sends data to conveyors farther down the
line belt that a problem has occurred. The
conveyors slow down but dont stop, and
automatically return to normal speed once
the upstream problem is resolved.
This type of M2M interaction may even-
tually lead to proactive maintenance that
wi l l ext end t he l i fe of equi pment , cut
maintenance costs, and reduce downtime.
If a sensor detects a slight change in
vibration on a machine, a deviance not
large enough to trigger an alarm. An asset
management and condition monitoring
system connected to the sensor through
an IoT network detects the change and
sends an alert to maintenance so that the
problem can be addressed before it causes
equipment damage and downtime.
Condition-based monitoring has been
appeal i ng t o pl ant managers and deci -
sion makers for some time; it just hasnt
been implemented by most manufactur-
ers. Some are concerned about the cost of
creating the associated IoT network. For-
tunately, a good portion of industrial IoT
architecture builds upon current installed
technologies such as intelligent devices
and digital networks, and other parts of
t he archi t ect ure can oft en be added at
reasonable costs.
Difference between M2M and IoT
In some ways IoT resembles the more
familiar M2M technology in which devic-
es exchange information with each other.
IoT is often associated with M2M com-
munication in manufacturing, utilities,
and logisticsbut there are key differ-
ences between the two (Table 1).
Most machines and processes have sen-
sors, but theyre often only used to feed
information to the PLC or controller, and
are therefore functioning as silos and not
connected to the larger operational and
enterprise systems. M2M also typically
i nvol ves a cl osed, hardwi red net work
environment, which makes transmitting
data to a larger enterprise network very
difficult and expensive.
Unlike traditional M2M that relies on
point-to-point communication, IoT sys-
tems provide data communication at the
machine level as well as communications
with business systems. IoT does this by
using Ethernet and its standardized, open
Internet Protocol network structure instead
of the proprietary architectures found in
many M2M communications.
Figure 1: The Internet of
Things architecture can
supply information about
machines on a granular level
that filters up to show how a
plant is operating as a whole
and within the corporation.
All graphics courtesy:
1. Machine level:
Want all pertinent infor-
mation about how the
machine is operating
and how machines are
connected to the con-
troller and to each other
(horizontal and vertical
2. Monitoring level:
HMI monitors how all the
machines on the line are
performing (horizontal
and vertical arrows).
3. Plant level:
Monitoring the entire
plants performance as
well as storage and dis-
tribution (horizontal and
vertical arrows).
4. CEO level:
Receiving information
from several plants and
supply chain.
Ethernet is a game changer
for IoT because it allows
multiple protocols to work
simultaneously on the same
network. So, a sensor with an
Ethernet port can send data
to a local controller, and also
to higher level software plat-
forms such as an HMI and an
asset management system.
The use of standard-
ized protocols at both the
machine and enterprise level
also enables easier remote
access from a wide variety of
devices, such as smartphones
and tablets. This facilitates
communication by stream-
lining it among machines that may come
from different vendors.
The integration of device and sensor
data with larger networks is the core of
IoT as it provides the ability to view
granular data at the machine level, as
well as big data with analytics tools at
the system or enterprise level.
Anot her i mpor t ant di ff er ence
between M2M and IoT involves scal-
ability. Traditional M2M systems have
been hardware focused with propri-
etary architectures. IoT, on the other
hand, is software centered, which
eliminates the need for incremental,
hardwired installations. Once the Eth-
ernet network is in place, new devices
can be easily integrated, and data can
be transmitted and stored to large data-
bases or even the cloud.
The emphasis on software in IoT
brings fiscal advantages to companies.
Software is much easier to install and
access as compared to making changes
at the hardware level, and it typically
carries a much lower purchase price
Table 1: The primary difference between traditional M2M communications and the Internet of
Things (IoT) is that M2M is primarily hardware driven, while IoT is more software focused.
M2M and IoT Differences
Traditional M2M Internet of Things (IoT)
Stand-alone, machine-focused system Interconnected, networked system
Proprietary architecture Open, standardized protocols
Point-to-point communication Multi-layered communication
Hardware focus Software focus
Diffcult network integration Easily scalable
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input #29 at
56 July/August 2014 PLANT ENGINEERING
than hardware. Moreover, HMI software
at the embedded level has become almost
as sophisticated as PC-based SCADA soft-
ware, and often uses the same protocols to
enable easy networking.
How to implement IoT
Todays smart automation environments use
a standardized IP-centric network, enabling
all devices to communicate at both the
operational and enterprise level by leverag-
ing open protocols. This allows companies
to more easily capture, analyze, and create
value from data.
Movi ng t o an IoT
structure does require
some i nvest ment for
most businesses, but
the advanced capabil-
i t i es of IoT promi se
t o t r ansf or m manu-
facturing. Therefore,
earl y adopt ers st and
to gain a competitive
advantage over their
laggard competitors.
A huge installed base of legacy equipment
and standards poses a challenge for many
companies to develop an IoT network. For-
tunately, high-volume semiconductor manu-
facturing resulting from consumer electronics
demand has lowered the cost of IP-enabled
sensors and controllers. This has also cre-
ated a dramatic increase in processing power
and storage further up the networking and
computing chain, which is necessary for IoT.
Ot her preval ent fact ors i n t he adop-
tion of IoT include the use of Ethernet
and wireless networks. Ethernet and IP
are poi sed t o become domi nant across
manufact uri ng. Many of t odays sen-
sors, cameras, and RFID readers use the
open-standard Internet Protocol. Network
prot ocol s al so have been devel oped t o
support the demands of industrial envi -
For exampl e, t he Open Devi ceNet
Vendors Association is an international
association that manages the Common
Industrial Protocol (CIP) designed for use
in process control and industrial automa-
tion applications.
CIP is an open communications pro-
tocol, media independent and supported
by hundreds of vendors worldwide. Its
designed to support the interoperability of
machines and devices common to a manu-
facturing plant while providing connec-
tivity across the enterprise. Along with
those technical capabilities, EtherNet/IP,
which is part of CIP, provides hardened
hardware, ruggedized cabling, and other
industrial-strength equipment.
A single network architecture
IoT is most effectively applied within the
confines of a single industrial Ethernet
network, with lower level device-type net-
works either subsumed into Ethernet or
connecting to it through protocol convert-
ers. A standard Ethernet network based
on IP also streamlines collaboration with
Figure 2: Modern embedded
HMI software platforms offer
many of the capabilities of
high-end PC-based SCADA
The good news is that many
IoT implementations can
be accomplished with the
smart devices and advanced
HMI already operating in
many plants.
suppliers and customers, improving
logistics. Using Ethernet as the dom-
inant networking technology fits
the IoT model, and also simplifies
Mul t i pl e net works con-
sume more physical space,
and managing these networks
requires more workers who
need to be trained on each
system. Moreover, many of
t he pr opr i et ar y pr ot ocol s
used dont provide the scal-
ability and flexibility neces-
sary for growth.
On the other hand, there
are risks involved with an
i nt egrat ed si ngl e Et hernet
network, from both cyber and physi-
cal attack. However, these risks can
be diminished by employing a multi-
layered defense strategy that encom-
passes everything from physical secu-
rity to internal firewalls to ensure
only authorized users access certain
data. Furthermore, having a standard
network across the entire enterprise
can decrease inconsistencies.
Moreover, Ethernet-based security
measures are already implemented by
IT departments in many companies,
affording manufacturing and logistics
automation and networking profes-
sionals an opportunity to borrow and
learn from existing security practices.
IoT promises many advantages to
manufacturers. The ability to view
and analyze big data will help manu-
facturers optimize efficiency and cut
costs. At lower levels, operators can
improve plant performance, and main-
tenance teams can work proactively
and more effectively.
Depl oyi ng a si ngl e, al l -
e nc ompa s s i ng Et he r ne t
network will improve data
flow and lower maintenance
expenses. Using an open pro-
tocol, such as IP, will help
manufact urers offer more
visibility to their suppliers
and customers.
While IoT brings challeng-
es and often involves replac-
ing outdated equipment in
some cases, the benefits of
greater efficiency, reduced downtime,
and improved operations are compel-
ling and will present a positive return
on investment in many applications.
Marcia Gadbois is vice president of
the InduSoft business unit for Invensys.
In advanced M2M and IoT implementations,
machines and components can even auto-
matically respond to data exchanged among
them, resulting in increased uptime and
productivity without unduly burdening plant
operations personnel.
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input #30 at
58 July/August 2014 PLANT ENGINEERING
ith the ubiquity of cloud tech-
nol ogy, i mproved anal yt i cs,
and increased mobility driving
productivity throughout manu-
facturing industries, the digital revolution
has enhanced older processes and provided
a new perspective for industrial operations.
The digital revolution offers groundbreak-
ing ways to take operational data and prop-
erly communicate the information across
an enterprise from the plant floor to the
corporate office.
In our very connected world we have been
moving away from a layered architecture to
a near-real-time fluid environment to dra-
matically improve the quality of strategic
decisions. The transition to fluid asset per-
formance management (APM) and data col-
lection allows plant managers and C-Suite
executives to make better, faster business
decisions and identify emerging opportuni-
ties for competitive growth, as well as more
efficiently manage risk and maintain asset
reliability across the enterprise.
Industry goes digital
For decades, manufacturers employed labo-
rious, inefficient methods for shop floor
data collection that were primarily hand-
written logs, analog instrumentation print-
outs or crude charts representing physical
properties like temperature, pressure and
flow rate.
With the introduction of digital technol-
ogy, these manual methods were at first dis-
placed by simple, automated data transfer.
While computer-generated methods rep-
resented an improvement, the analytical
methods were still lacking. Only if there
was a failure would operators conduct time-
consuming and costly in-depth analysis.
Automated data collection made more
information available for investigations
into plant operations and with the advent
Digital technology brings asset performance
information throughout the enterprise.
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Delivering data
from the plant floor
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input #31 at
60 July/August 2014 PLANT ENGINEERING
of data historians in
the 1980s, data could
be continuously gath-
ered over long periods
of time. Additionally,
wi t h dat a hi st ori an
technology, periodic
s ampl i ng emer ged
f or dat a col l ect i on
over a set period of
time within the limits
of affordable digital
media storage and with
techniques analogous
to time-lapse photog-
raphy. Plant operators
coul d now creat e a
better picture of what
was happening with-
out requiring a large
volume of expensive
media storage.
At this point, when
more granular infor-
mat i on was needed
to solve a problem, it
could be found in the
di st r i but ed cont r ol
system (DCS) if the issue was investigated
promptly. The historian would have months,
even years, of data captured, and the DCS
provided millisecond response data points
but only for a short period, measured in
days or weeks. All investigations and related
analyses took place manually so they were
still only initiated by some extraordinary
event, including an accident, injury or regu-
latory violation.
While advanced technology and mobility
has changed the internal analysis process,
even today manufacturing and other indus-
tries do little more than make use of a mini-
mal set of vendor-supplied analytics related
to machine-specific solutions automated
instrument calibration, instant vibration
analysis of pumps and compressors, or other
equipment related algorithms. Only highly
mature and successful companies lever-
age their data (historical and real-time) to
quantify risk and cost for the development
of optimal equipment strategies. The ana-
lytical capabilities of affordable processing
and storage capacity are just beginning to
be tapped.
While manufacturers may have individual
pockets of risk assessment best practices
in place, executives admit, and statistics
substantiate, to having an overall poor
understanding of the varied risks running
throughout their organizations and the best
ways of managing them. There are huge
competitive advantages for organizations
that understand what their risks are and
know how to assess and control them.
The future of digital
Now, more than ever, it is critical that
the boardroom and the plant floor estab-
lish a line of clear, timely, and consis-
tent methods for communicating company
performance and identifying and manag-
ing risk throughout the entire enterprise.
Effectively managing risk requires data
and adequate systems and processes for
translating volumes and different types
of organizational data into information
that can be understood for making risk-
related decisions.
With technological innovations and the
rise of connected machines, APM solutions
provide enhanced risk management, asset
reliability and comparative analysis for
operational goals. In manufacturing, oil
and gas, power and other industries, we
collect billions of data at the plant floor
every day that gets analyzed, consolidated,
and periodically sent to remote operating
centers or central IT departments. At this
level the information is collected across
multiple plants, packaged, and reported to
the C-Suite executives. Digital innovations
including the three advancements below
are beginning to dramatically improve the
APM process:
Cloud. The cloud has emerged as a new
approach to collect and deliver informa-
tion. With data historians in the cloud, we
can collect near-real-time information from
multiple plants in different locations and
distribute information and data. We can dis-
tribute data to various applications because
cloud technology has reduced delivery and
operation time and improved the level of
standardization in the field.
Analytics. Analytics transforms data into
actionable insight and drives asset reliability
by predicting and preventing failures. We
can use analytics to translate the real-time
data about an asset or production and when
it might fail. We can also filter this data to
remove what is not relevant. Removing the
thousands of false alarms we receive daily
improves the predictability of the machine
and device behavior.
There is an increased need
for integration and standard-
ization across the enterprise
to maximize the impact of
data being processed and
interpreted immediately with
advanced digital technol-
ogy. All images courtesy:
Meridium | +1-800-821-2222
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The same BHA people, products and services that youve relied on are still
here and stronger than ever. And, were just as committed to meeting your ltration
needs, helping you optimize the performance of your dust collection systems. From
cement kilns to pharmaceutical plants, count on CLARCOR Industrial Air
to provide you the very best.
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order for our exclusive baghouse troubleshooting guide.
2014 BHA Altair, LLC. All rights reserved. BHA is a registered trademark of BHA Altair, LLC.
input #32 at
62 July/August 2014 PLANT ENGINEERING
Mobility. Mobility delivers the right
information to the right people across the
organization. Mobility has improved col-
laboration between remote communication
centers and the field by sharing information
as it is available.
In most industrial organizations, deci-
sions are made in silos for different ends:
commercial, trading, logistic, and produc-
tion. Making decisions to optimize the
departmental performance does not trans-
late into also optimizing the value chain
of the enterprise.
There is an increased need for integration
and standardization across the enterprise
to maximize the impact of data being pro-
cessed and interpreted immediately with
advanced digital technology. Companies
that standardize processes and leverage
data to move the decision making about
asset maintenance and reliability to higher
organizational levels, thus placing a high-
er importance on APM, outperform other
APM improves risk management by pro-
viding critical insights into the reliability
of plant assets. Operationally, reliability
may be defined as an asset maintaining the
desired performance without degradation.
The asset should meet the operational needs
of the process. If the asset does not meet
desired performance then it is considered
unreliable, even if
the operational per-
formance demand is
outside the bounds
of its design speci-
fications. Leadership
must acknowl edge
that asset reliability
aff ect s oper at i ons
directly and should
be considered a key
component to oper-
ational excellence,
not just maintenance
Another important
use of data through-
out part of APM pro-
cesses is compara-
tive analysis. Using
comparative analysis
tools, plant manag-
ers and executives
can set operational
goal s t o i mpr ove
production by identifying what they want
to achieve from their equipment and what
targets should be set. Organizations can
perform both external comparative analy-
sis to measure performance against the
performance of industry competitors and
internal comparative analysis to measure
the performance of individual company
sites and units against each other. Linking
organizational leadership to performance
data will enable more informed and timely
decisions, ensuring that the power of each
asset is being utilized properly.
More industrial vendors are emerging
with solutions capable of collecting, ana-
lyzing and converting data into informa-
tion and actionable knowledge. These
solutions and even services use machine
inputs, advanced rules development and
management techniques to automatically
analyze the data, create maintenance strate-
gies and then develop recommendations.
With enhanced asset performance manage-
ment and data analysis, plant operators and
executives can optimize production, better
understand the asset life cycle, improve
safety and manage operational risk for real
advantages in the industry market.
Roy Whitt is senior vice president at Merid-
ium and general manager of Meridiums Asset
Answers platform.
Effectively managing risk
requires the right data deliv-
ered to the right people so
that decision can be made
quickly at all levels of the
organization. 2014 Copyright Hyster Company. Hyster and are registered trademarks of Hyster Company.

offers the broadest capacity range in the industry with more than 130 models
availableeach one designed to get the job done for less thanks to 80 years of
engineering excellence that never settles for good enough. So whether your job calls
for a container handler, a narrow aisle reach truck or something in-between, Hyster has
the hardworking, innovative lift trucks for you.
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input #33 at
Our 180 feature each month will give you a synopsis of key tips, information, and
insights in 180 words or fewer. Looking for more? Plug in the unique keyword at the end of
each article at, and youll go right to the in-depth article.
64 July/August 2014 PLANT ENGINEERING
Turn around your thinking
Engineering trends
in industrial buildings
Ronal d R. Regan, PE, a pr i nci pal at Tr i ad
Consulting Engineers, Morris Plains, N.J., discussed
the recent trends in engineering industrial buildings
at a recent CFE Medi a roundt abl e di scussi on.
He said, Projects have become more technically
i ntense. Corporati ons want greener faci l i ti es and
are willing to spend and take a chance on bleeding-
edge technology to advance this effort. That means,
as engineers, we need to quickly review and qualify
such technology as reliable, responsible, and safe.
Owners and developers are looking for the next new
thing, whether it is a resort, high-rise office building,
power plant, or manufacturing facility. More time is
spent by staff on webinars, lunch-and-learns, and
factory visits than 5 years ago just to stay ahead of
the technology curve. I believe this constant need to
investigate, endorse, or debunk new technologies
will continue for the foreseeable future.
Courtesy: GE Industrial Solutions
Machine Safety: Get out
of the fog, into the cloud
Microsoft, Apple, Cisco Systems, IBM, Google,
Facebook, HP, Sony, and other bi g guys have
been tal ki ng about cl oud computi ng for several
years. Some suppl i ers have al ready devel oped
hardware product s t hat onl y st ore dat a i n t he
cloud. And, machine safety experts have begun
assessing how, or even if, the cloud can play any
role in providing machine safety. So, what is this
noise about the Fog?
Cl oud comput i ng and dat a st or age have
distinctively significant advantages as the world
grows more data centri c. One maj or advantage
of the cl oud i s to push one companys data and
software into some other companys data center.
This advantage certainly addresses a data centers
efficiencies and capacity issues cost effectively.
However, a companys costs could skyrocket if a
cloud based data center is disrupted.
Reduce arc flash hazard on switchgear
An increasing number of industrial facilities now have their arc flash analysis
completed and are in compliance with NFPA 70E requirements for labeling of
equipment with regard to the having a current study performed and the equipment
This has raised the awareness of high arc flash energy areas on facilitys main
switchgear where incident energy values may exceed Category 4 (40 cal/cm
The question being asked now is How do I reduce the arc flash hazard category
of my main switchgear?
The typical arc flash mitigation technique of adjusting the circuit breaker
settings to reduce the incident energy becomes a problem when transformers are
involved. The switchgear on the secondary side of the transformer is protected
by the overcurrent protective device on the primary side of the transformer.
Primary overcurrent protective devices have to be set high enough to
accommodate transformer inrush. The overcurrent protective device on the line
side of the transformer must be able to ride through this inrush current. This
hampers the ability of the protection system to reduce the arc flash energy.
5 ways to get
started with Lean
A successful, enterprise-wide Lean
transformation will help your company
compete with facilities around the world.
Understand that Lean i s a hol i sti c
approach. Its about involving people
throughout your organization in day-by-
day, continuing improvements. What its
not: a simplistic strategy focused solely
on cost reduction. As a leader, you must
create and support cultural change by
engaging the hearts, minds and talents of
diverse, and sometimes reluctant, individ-
uals and teams within your organization.
5 questions on surface conditioning
Surface condi ti oni ng j obs i n mai ntenance, repai r and
operations (MRO) applications are extremely varied, from
work in a factory tool room to general factory maintenance to
simple welding projects.
There are so many MRO applications that require surface
condi ti oni ng and so many di fferent products that can
be used for those appl i cati ons that a person wi thout
significant experience in this area faces a difficult task of
selecting the right media for a specific application. How is an
operator to know he or she has chosen the most appropriate
one for the job?
One way to approach the selection is to consider a number
of basic questions in the style of a decision tree, with the
answer to each question leading into the next.
Digital convergence is accelerating
The convergence of products and systems with software tools on a digital platform will help deliver on the
promise of the Internet of Things (IoT) in manufacturing. That was the main message from Anton Huber, CEO
of Siemens Industry Automation Division, at the opening of the Siemens 2014 Automation Summit in Orlando
on June 25.
The Internet is accelerating all of our businesses, Huber told the more than 500 attendees at the opening
of the three-day summit. The Internet of Things has trickled down into the automation area.
With this acceleration, Huber said, has come increasing complexity in all aspects of the manufacturing pro-
cess. That has driven data throughout the enterprise, and increasingly to the plant floor.
We believe at the end of the day, all processes will be digital, said Huber. If you do all the work digitally
because youre using simulation software, then youll have to have integration with all of your partners.
Courtesy: Weiler Corp.
Operating conditions dictate
damper torque settings
Unl i ke commerci al HVAC dampers, operati ng torque
f or heavy dut y i ndust ri al dampers i s not det ermi ned
on a square foot face area basi s. Hi gh pressures and
vel oci ti es, as wel l as beari ng fri cti on and axl e seal s,
can cr eat e el evat ed t or que r equi r ement s t hat have
to be consi dered i n each appl i cati on. However, torque
requirements can also be over-estimated if calculated at
the maximum pressure and velocity rating of the damper.
This sizing method results in oversized actuators which
add unnecessary cost to the damper.
To avoi d thi s, i t i s recommended to cal cul ate torque
requirements based on actual operating conditions.
AT IMTS 2014
International Trade Show for
Process, Production and
Industrial Building Automation
September 8-13, 2014
McCormick Place
Chicago, Illinois
For More Information, go to or call
+1 (773) 796- 4250
Global Automation
& Manufacturing
SEPTEMBER 10, 2014
Control Engineering and Plant Engineering, in
partnership with Hannover Fairs USA, will present
the 2014 Global Automation & Manufacturing
Summit on Wednesday, September 10, 2014, at
the Industrial Automation North America Show,
part of IMTS 2014 in Chicago.
2014 Global Automation &
Manufacturing Summit Agenda:

8:15 a.m. Breakfast Keynote: Karen Kurek, McGladrey LLC:
Manufacturing Monitor Report
9:15 a.m. Tim Jager, DMC: How to get the most out of
your system Integrator
10:30 a.m. Eric Scott, Molex: Plant oor connectivity
12 p.m. Luncheon Keynote: Mick Wilz, Sur-Seal:
Building employee engagement, one Lego at a time
2:00 p.m. Matt Puskawa, DMC: Mobility and network security
3:15 p.m. Dr. Bill King, DMDII: Advanced Manufacturing
in Chicago
Presented in
iQagent | The Mobile App For Industry
Maintenance staf could call up the right
schematics and Manuals just by viewing the
equipment on their mobile device.
Engineers could View Live Process Data on
their Tablet or Phone based on the equipment
they are working on.
Production could Resolve Downtime Events
much more quickly without having to wait for
technical resources to arrive onsite.
IQagent for iPhone or iPad
IQagent on your device
The QR code above
See iQagent Work In 90 Seconds.
Visit to learn how iQagent
can make your plant foor more efcient.
input #34 at
Greenheck industrial dampers are heavy-duty, anged-style frame
dampers with various blade styles and pressure classes designed
to control airow and provide shut-off in HVAC and industrial
process control systems. Built under an ISO9001-2008 Quality
Assurance Program, Greenheck industrial dampers also include
options for balancing and isolating higher pressures and
temperatures. Ideal for manufacturing, nuclear,
tunnel, bio lab, and power generation applications,
Greenhecks complete line of industrial dampers
includes control, backdraft and pressure relief,
UL rated smoke, tunnel transit, blast, tornado,
and bubble tight dampers.

Bubble Tight
Greenheck Model HBTR-151
(10 in. wg) and HBTR-451
(30 in. wg) bubble tight
dampers are designed for
isolation protection for zero
leakage. Each damper is
manufactured to stringent
guidelines and is tested in
accordance with AMCA
500D and ASME N509 prior
to being shipped. Various actuator options are available as well as
construction options of high grade painted nishes or type 304 or
316 stainless steel.
Innovative Product Development
Greenheck, the worldwide leader in manufacturing and
distributing air movement and control equipment, maintains
on-site laboratories to test products against the latest industry
performance requirements issued by AMCA, ANSI, ASHRAE,
UL and others.

On-site testing also allows the company to continuously develop
reliable new products and to enhance performance of existing
products by adding important new features. As a result,
Greenheck has established itself as an innovative industry leader
manufacturing more than 980 reliable, energy efcient air
movement and control products, including the most UL certied
dampers and the largest selection of AMCA licensed dampers in
the industry.
Greenheck Ofers Complete Line of Industrial Dampers
P.O. Box 410 | Schoeld, WI 54476-0410
715-359-6171 | Fax: 715-355-2399
Specifcations Made Easy
To make specifying Greenheck
products easy, Greenhecks Com-
puter Aided Product Selection (CAPS)
software provides all of the relevant
and accurate information needed by
speciers including product selections,
sizing, fan curves, conguration details
and payback analysis plus AutoCAD

and congurable 3-D Revit

for Building Information Modeling
(BIM). Available for download from, CAPS is
third-party certied and includes
performance certications like AMCA,
County Approved and more.
Greenheck ventilation products build
value in air with reliable performance,
safety, quick cost-saving installation,
energy efciency and quiet operation.
Present ed by:
One block at a time,
a manufacturer f nds new success
Rebuilding engagement
Organized by:
at +1 (773) 796-4250
September 8 - 13, 2014
Lakeside Center (East Building) McCormick Place Chicago, Illinois
input #35 at Industrial Automation North America IA3
IMTS spotlight
IMTS at a Glance
Dates: September 8-13, 2014
Location: McCormick Place, Chicago
The 30th edition of the International Manufacturing
Technology Show (IMTS) will feature more than 1,900
exhibitors and more than 1.24 million sq ft of exhibit space,
making it the largest manufacturing show in North America.
Even more important, IMTS is having a growth spurt.
In 2012, IMTS saw its attendance grow 25% to more
than 100,000 people from 112 countries. The improving
economy gets some of the credit, but IMTS expanded
in 2012 to include the first Industrial Automation North
America (IANA) pavilion, which also is credited with
broadening the appeal of the event.
In 2014, Hannover Fairs USA, which produced the IANA
event in 2012, also will present the first Motion, Drive
& Automation North America (MDANA) event as part of
IMTS 2014.
The machine tool industry long has been the backbone
of IMTS, and 2014 will be no exception. There will be
product pavilions in such areas as metal cutting, tooling
and workholding systems, metal forming and fabricating,
controls and CAD/CAM, and others.
IANA, MDANA at a Glance
Dates: September 8-13, 2014
Location: McCormick Place, Lakeside Hall, Chicago
Following its very successful 2012 launch, Industrial
Automation North America (IANA) at IMTS is well on its
way to becoming North Americas leading trade show for
process, factory, and building automation.
In 2014, Motion, Drive & Automation North America
(MDANA) will be launched at IMTS. This event further
expands the range of technologies and solutions present-
ed at IMTS by bringing the power transmission, motion
control, and fluid technology sectors together. The event
is expected to attract buyers from such industrial groups
as machinery and equipment, aerospace, automotive,
transportation, construction and mining. Other pavilions
Motion, Drive & Automation Conference
The Motion, Drive & Automation Conference will once
again bring industry experts to discuss best practices
in motion control, power transmission, and fluid power.
Helping manufacturing professionals to increase efficiency
and productivity, this years program will cover industrial
communications, robotic control, guidance and inspec-
tion, linear actuators, 3D printing, and 3D machining.
ISA Inside: Training Sessions at Industrial Automation
North America
The International Society of Automation (ISA) course
provides a detailed look at how the ANSI/ISA99 stan-
dards can be used to protect your critical control sys-
tems. It also
explores the
procedural and
technical differ-
ences between
security for tradi-
tional IT environ-
ments and those
solutions appro-
priate for SCADA
or plant floor
Summit at a Glance
Date: September 10, 2014
Location: McCormick Place, Room W190
Go to the Events and Awards tab
The 2014 Global Automation and Manufacturing Summit
on Wednesday, Sept. 10, will feature a series of presenta-
tions on how plant managers are using automated sys-
tems to deliver improved safety, reliability, and productiv-
ity to their operations.
The one-day event is presented by CFE Media, which
publishes Control Engineering and Plant Engineering mag-
azines and their respective websites, in conjunction with
Hannover Fairs USA, which presents the 2014 Industrial
Automation North America (IANA) event at IMTS 2014.
Both the Global Automation and Manufacturing Summit
and IANA build off a successful inaugural event in 2012.
The 2014 Summit will feature a day of thought leadership
from plant managers and industry leaders from around the
The Summit kicks off with a breakfast keynote from
Karen Kurek, McGladreys global manufacturing lead, who
will discuss results from the newly released McGladrey
Manufacturing Monitor. At the luncheon keynote, Mick
Wilz of Sur-Seal in Cincinnati will discuss how Legos
helped his company deliver greater employee engagement
during its facility expansion.
Other presentations during the day will focus on:
Delivering maintenance excellence
Plant floor connectivity
Mobility and productivity
Logistics and MES.
Three major events under one roof bring the world to Chicago
Courtesy: IMTS
IA4 Industrial Automation North America
A technology boom
for manufacturing
e are in the midst of an industrial technology
and energy systems convergence that is driving
a change in manufacturing the world over. In
the past six years, the pace of innovation and develop-
ment in the industrial automation sector has moved into
overdrive. In North America, manufacturers are adopting
digitized systems and secure connectivity across the fac-
tory floor and are taking advantage of reliable and cost-
effective technologies for energy savings. As a result,
U.S.-based companies are starting to re-shore manu-
facturing operations to U.S. soil from other parts of the
globe. Outside of North America, global manufacturers are
investing or looking to invest in U.S. operations to take
advantage of the high productivity of our manufacturing
workforce and our competitive energy environment.
Industrial automation and motion control innovations,
such as digitized automation controls, robotics, hydraulics
and pneumatics, new software applications for data col-
lection and analytics, as well as mobile devices and appli-
cations for tracking and monitoring production systems
are transforming how manufacturers operate. In the U.S.,
the challenges and opportunities we face for improving
manufacturing are twofold. One is the need to continue to
expand our skilled factory floor workforce. The other is to
maintain a robust, next-generation technology pipeline for
the factories of the future.
According to AMT president and CEO Doug Woods, a
shortage of skilled workers is currently one of the great-
est hindrances to U.S. manufacturing competitiveness. He
said, this issue is so critical to the future of our industry
that we have made smartforce development one of our
top priorities. As our workforce continues to retire, AMT is
active at the federal, state, and local community levels to
assure the availability of good STEM education and train-
ing programs for the next generation of engineers, design-
ers, technicians, machinists, etc.
To show its dedication to this initiative, AMT is mak-
ing its largest investment ever in the Smartforce Student
Summit at IMTS 2014. Once again, thousands of stu-
dents, educators, and parents will get a first-hand,
interactive experience with the latest innovations in
manufacturing technology. AMT wants all of them to see
that todays manufacturing industry is advanced and high- Courtesy: IMTS
Larry Turner
President and CEO
Hannover Fairs USA Inc.
Input #000 at
tech and that there is a tremendous
demand and opportunity for workers
with the right talent and skills.
As for increasing our manufactur-
ing technology pipeline, the U.S.
government is addressing the innova-
tion channel by creating technology-
specific manufacturing hubs such as
the recently announced digital manu-
facturing and design hub in Chicago.
Taking a cue from Germanys
Fraunhofer institute, a network of 67
applied research institutes that have
helped Germany maintain its manu-
facturing stronghold, the U.S. recog-
nizes that for re-shoring to succeed,
we need to grow the next generation
of industrial automation technologies
and boost our production right here
in North America.
Demonstrating such technological
innovation is exactly what Deutsche
Messes global portfolio of indus-
trial automation and motion control
shows and conferences are all about.
Events such as Hannover Messe, the
worlds largest business-to-business
manufacturing show held annually
in April in Hannover, Germany; the
Industrial Automation North America
exhibition launched at IMTS 2012;
and this years inaugural Motion,
Drive & Automation North America
trade show demonstrate the most
comprehensive computing and digital
technologies for the manufacturers of
the future.
I want to take this opportunity to
invite you to join us for Industrial
Automation North America 2014 and
Motion, Drive & Automation North
America 2014 from Sept. 8-13 in
Chicago. These two events will fea-
ture more than 170 industrial tech-
nology exhibitors from 16 countries,
including the United States, China,
Germany, Italy, and Taiwan. I prom-
ise you an exciting exploration and
better understanding of the future of
Courtesy: Hannover Fairs USA Inc.
CODE: RBC-14-25CE PUB/POST: Control Engineering (Due Date: PRODUCTION: A. Hadjioannou LIVE: None
DESCRIPTION: SAP-Run Like Never Before-General WORKORDER #: 006777 TRIM: 7 x 4.625
Delivery Support: 212.237.7000 FILE: 02A-006777-02A-RBC-14-25CE-SWOP.indd SAP #: SAP.SAPPAN.14045.B.011 BLEED: None
201 201 01 0 4 SA 4 SA 4 SA AA 4 SA 4 SA SA SAA 4 SA AAA 4 SA 4 SA A SA 44 S P AG PA PAG AG P AG PAG P A PA PAG PA PP . Al . Al . Al Al Al Al Al AAA l ri ll r l ri l ri l ri l r l ri l ri l rii r ghts ghts ghts ht ghts ghts hhts ghts ghts ghts ghts ghts ts gh h ghts ht ht res res res res res es es re es s re re eserve erve eeerv erve erve erve erve erve erve erve e erve rve erv rv rve r dd. S d. S d. S d. S d. S d. S d. ddd S ddd. S d. SS d. SSAP AP AP a AAP AP AP a AAAP and o nd o nd o nd o d o nd nd d nd d oother ther ther ther r ther ther ther e her the the ther her her e her eeer her hee he SAP SAP SAP SAP SAP SA SAP SAP SAP AAP SS pro pro ppr r product duct duct duct duc uct d s an s an an an s an s an an n s an s an n an nd se d se d se d se d se se dd se dd se d se d se d rrvic r ii rvic rvic rvic rv rv es m es m ee mmmm e enti ent nt ent ent enti enti ii nt enti i en e oned oned oned oned e oned oned oned oned on oned oonedddd ooned hher her her he he her her her hhhe he he he her erein ein ein in ein ein ein ein i ein e nn i as w as w as w as w as w as as w as well l ell ell el ell ell as t as t as t as s their heir ei heir heir heei eir heir eir eeir eir ei ei res res res respec ct t ct pect pect t e ive ive ive ive ve ve ive iv ive logo logo logo logo logo logo logo g o s ar s ar ss ss ar sss a e t trrradem adem ad de dem dem adem a m de arks arks arks arks arks rrk rk oor o reg reg regi gister ster te ed t ed trade rade ade adee rade ademark mar mark ark arkkk mark mar ma mark mar mark mar s of s of s of s of s of s of s of s SAP SAP SAP SAP SAPP SAP SA AG AG AG AG AG GGGGGin G in G in G in G in G in G in G in G in G G n G n erma erma erma erma erma eerm erma er ermma e ny a ny a ny a ny a ny a y aaaa ny aa n nd o nd o nd o nd o nd oo nd o nd o nnd o nd o nd o nd nd nd nd ther ther th ther ther her er er er er h th tther the the ccou cou co cou co cou cco co ou cccco ntri ri i ri ries. es. es. eees
Imagine running at speeds you never thought possible. With SAP HANA,
massive amounts of data from across your organization and beyond
can be processed in seconds. Which gives you the vision to not
only make smarter decisions, but anticipate whats to come.
This isnt just about staying ahead of the competition.
Its about reimagining how you run.
Run like never before at
ahead of time with SAP HANA

input #36 at
KEYNOTE: Breakfast Keynote Wednesday, Sept. 10: 8:15 a.m.
Karen Kurek, partner, McGladrey LLP
The 2014 McGladrey Monitor
Karen Kurek is a partner with McGladrey LLP and head of the Firms National Industrial Products
Practice. She is considered the Voice of Manufacturing for McGladrey and its manufacturing pro-
fessionals across the nation. Karen delivers financial assurance services to her clients along with
consultation in the areas of tax planning and strategy formation (acquisitions, divestures, and inter-
national/cross border matters). Throughout her career, she has consulted with, and/or delivered,
financial assurance services to scores of manufacturing and distribution companies, as well as other
enterprises across a broad spectrum of industries.
Karen joined McGladrey in 2003, after 20 years with Arthur Andersen LLP where she was a lead
partner in its Enterprise Group, a practice focused on privately held companies. At Andersen, she
also held managing partner responsibility for the firms Employee Benefit Assurance practice and its
national Growth and Retention of Women (GROW) initiative.
Tim Jager, DMC
How to get the most out of your System Integrator
With plant staffs stretched thin at a time of continuing manufacturing growth, system integrators
have come into increasing prominence. Get an insiders view on the dos and donts of working with
solution partners to maximize your return on investment. Learn when to use a system integrator and
how to choose the right integrator.
Tim Jager is a project director and member of the senior management team at DMC, a project-
based engineering and software development firm headquartered in Chicago. He heads the embed-
ded project development team, as well as a number of Siemens projects. Since starting his career
in engineering, his primary focus has been on automation and control systems. Tim holds a B.S.
in Mechanical Engineering from the University of Illinois, Urbana-Champaign and a P.E. in Control
Eric Scott, Advanced Technology Specialist, Molex
The Role of Indutrial Networks in Energy Usage
In todays world energy cost big dollars for manufactures and the fact is most plants dont know
where there energy is being used. To help with this problem the industrial network communities are
providing common interfaces to gather and control energy in the industrial space. This presentation
will focus on aspects of energy where it relates to industrial automation and some of the challenges
we face. We will also cover upcoming initiative for interfacing to the smart grid for demand response
Eric Scott is an Advanced Technology Specialist for Molex. Molex has been involved in Industrial
communications for more than 25 years. He has more than 18 years of experience in product design
and development of industrial network systems with key focus on CIP Networks. As part of this
work he has been participating in ODVA Special Interest Groups for more than 7 years and has been
part of the ODVAs Technical Review Board for two terms. He also leads Molex Canadas Profinet
Interface Competence Center.
IA6 Industrial Automation North America
PRESENTATIONS: Wednesday, Sept. 10: 9:15 a.m. to 10:30 a.m. Industrial Automation North America IA7
KEYNOTE: Luncheon Keynote Wednesday, Sept. 10: 12:00 p.m.
Mick Wilz, Director of Enterprise Excellence, Sur-Seal Corporation
The Building Blocks of Manufacturing Excellence
Mick Wilz is a 22-year veteran of all aspects of manufacturingproduction management, lean
process development, enterprise excellence and everything in between. Mick, co-owner of Sur-Seal
Corporation, began his own journey to personal and business excellence about five years ago by
actively seeking a variety of tools to meet his needs and the needs of the business. Mick has devel-
oped a unique Twenty Step Program, as pictured above. My interest is to take tribal knowledge and
make it visual and accessible to everyone, he says. He is widely known for his use of Legos to cre-
ate a hands-on visual model of Sur-Seal to aid in the transition of the production floor.
Mick is also extremely involved in his community, serving on boards and advisory committees for
Main Street Brookville, the Whitewater Canal Trail and Safe Passage. In this regard, Mick embodies
the quote, Volunteering is an act of heroism on a grand scale. It does more than help people beat
the odds; it changes the odds.
In 2013 Mick will begin two new roles; president of the Great Lakes Region for AME and the role
of Senior Advisor/Board of Advisors for Sur-Seal, which received the 2012 AME Excellence Award.
Matt Puskawa, DMC
Industrial Automation and Modern Connectivity
Immediate data, notifications, alerts, and the convenience of remote connectivity are becoming
increasingly common on modern factory floors. We will consider the features and benefits (cost,
security, convenience) of different connectivity methods available today:
Centralized pull systems like OPC servers and historians
Cellular modems and private networks
VPN, intranet, and internet
Data push via TCP-enabled PLCs
Hardware with integrated Web servers.
Matt Puskala is a project director and member of the senior management team at DMC, a project-
based engineering and software development firm headquartered in Chicago. Matt has focused on
industrial integration with PLC systems including Siemens and Rockwell Automation. He has lead
development efforts for web applications and web-enabled systems on multiple platforms. Matt
holds a B.S. in Electrical Engineering from Kettering University.
Dr. Bill King, DMDII
Advanced Manufacturing in Chicago
Announced earlier this year, the Digital Manufacturing and Design Innovation Institute (DMDII) is a
Chicago-based manufacturing hub that will bring together public, educational and private interests
to accelerate innovation and reduce development time and costs. Learn how all manufacturing will
benefit from the research and development based at this digital lab.
William P. King, Ph.D. is the Chief Technology Officer at the Digital Manufacturing and Design
Innovation Institute in Chicago. Dr. King is also the College of Engineering Bliss Professor at the
University of Illinois Urbana-Champaign. Dr. King received a Ph.D. from Stanford University and
completed the Program for Leadership Development at Harvard Business School. At the University
of Illinois, Dr. King leads a research group whose work crosses boundaries between science, tech-
nology, and business. He was named by Technology Review Magazine as a person whose innova-
tions will change the world. He has published more than 180 journal articles, and is a Fellow of
PRESENTATIONS: Wednesday, Sept. 10: 2:00 p.m. to 3:30 p.m.
IA8 Industrial Automation North America
The heart of engagement
he irony, of course, is that Sur-Seal makes
gaskets, which are designed to provide a seal
between two objects to make everything flow
smoothly. They are designed to deliver an airtight envi-
ronment so that the machine can do its job. They are
designed to create a bond
The irony is that no more than a dozen years ago
on the outskirts of Cincinnati, Sur-Seal made gaskets.
There was no bonding in that manufacturing process.
There was a decided top-down management structure
that left employees out of the loop and disheartened.
Sur-Seal made gaskets. Thats it.
Steve Rothweiler remembers how it was.
Management wasnt actually involved. It was not an
open plant, the 22-year Sur-Seal veteran said. We
didnt get enough support to empower the people. It
was tough.
Ivan Rodriguez remembers how it was. He has been
at the company for 13 years. You could really feel
that no one was leading, he said.
Alexis Curtis remembers how it was. A 22-year
employee at Sur-Seal, she loves her job. I always
liked it from the beginning. I always thought I was
doing something important, she said, but also said
more was possible. Management was in the way for
us to do the good things we wanted to do.
More than anyone at the company, Mick Wilz
remembers how it was. Hes the director of enter-
prise excellence at Sur-Seal, but that wasnt his title
a dozen years ago when he and his brothers, the sec-
ond-generation owners of the business, took over the
business their father began in the 1960s. He was just
the guy in charge of the company. His assessment of
the family business was specific, blunt, and unsparing.
In 2002, I looked over my shoulder and there was
nobody following me, Wilz said. At home, I was liv-
ing a created life, and here I was living an inherited
life. Our values were not in line.
It was at this time Wilz decided things needed to
change. It was not just something you could find
in a book, even though Wilz found a book called
Engagement Is Not Enough by Keith Ayers. It was
not just about helping employees to feel part of some-
thing larger than just their job, though the company
now provides life coaches as well as human resources.
It was not about making more gaskets or better gas-
kets or expanding the business, although all of those
things have happened in the dozen years since
things changed.
Working on employee engagement is what took us
over the edge, Wilz said. When you say you have
an engaged team, how do you measure it? I dont
believe you can measure it. Engagement has to come
from the heart.
Fundamental change
Mick Wilz had tried to make changes before, back in
the 1990s, but the change didnt come from the heart.
When I was leading back in the 1990s, what I found
out is that people arent afraid of change; they are
afraid of uncertainty, he said. They werent afraid of
change; they were afraid of where I was leading them.
In the beginning, he tried and it didnt work,
because he didnt delegate a group of people to sus-
tain it, Rothweiler said. All it was to increase produc-
tion and increase throughput. He forgot the people.
There was a dollar value attached. He didnt bring the
people with it.
Things started to change with a book club. Wilz
and members of his team began by reading the book,
chapter by chapter, and discussing the changes
involved. But Rodriguez and others saw the change in
leadership as well. He started changing. He was dif-
ferent, Rodriguez said.
My brothers and I made ourselves accountable to
our employees, Wilz said. We removed their uncer-
tainty by making them insiders. We told them the good
news and the bad news. Now everybody sees all the
good stuff and all the bad stuff.
As the culture change took hold, so did growth for
the business. So in 2006, Wilz began planning for reor-
ganizing the plant floor. He used a tool well-
known for engagement, cooperation, and building.
Literally building.
Its still in their plant, that Legos display that solidi-
fied Sur-Seals reputation as a change agent. Itd been
widely written about in local and national press; how
Wilz began mapping out the rearranged plant floor to
improve product flow and drive the Lean manufactur-
ing changes he wanted to institute. Theres a Lego
man standing by the stamping press for the gaskets.
Sur-Seal rebuilt its culture, one Lego block at a time
Bob Vavra
CFE Media Industrial Automation North America IA9
Theres a Lego woman standing by another worksta-
tion. Green Legos mark the path for what the company
calls Main Street, which is where product is fed along
the Lean production process.
Initially, employees questioned the sanity of bringing
childrens building blocks into a manufacturing plant
to demonstrate how the new plant might look. Then
people started playing with the blocks, moving them
around to offer their own views on how the plants
manufacturing process might be optimized. And thus
there was engagement.
Building a chain
Mick Wilz holds a chain in the palm of his hand.
Its one of his favorite props. He notes the scrambled
links, how all the links are jumbled together. He takes
the hoop at the end of the rings and the chain unrav-
els as he raises it, the links rising to form a straight
line, with a small weight at the end.
My brothers and I straightened out one link of the
chain at a time, he said. It was built on a foundation
of trust, and at top are values of the organization and
the family.
After we got it all in line, our people now run the
business. Our job as owners is to keep the chain
straight, he said. If the chain gets a little out of
whack, our job is just to go back in and straightened
out. But if you push it, the chain gets jumbled up
again. Leadership just keeps the chain straight.
And the employees now keep things straight.
When we have an engaged team, what we have is
a facility where we have all tools in place to handle
differences in employees, Wilz added. Everybodys
different, so we have coaching programs in place to
solve issues quickly.
They also have 4% of their workforce devoted to
change management, which are the roles Rothweiler,
Rodriguez, and Curtis hold within Sur-Seal. They are
Figure 1: Sur-Seal is a family-owned business, but it became an employee-
engaged business a decade ago when Mick Wilz opened up the organiza-
tion and empowered the employees to help him forge a new culture for the
Cincinnati-based manufacturer. All images courtesy: CFE Media
Figure 2: Main St. is the primary Lean manufacturing aisle at Sur-Seal; Quality
Rd. is its intersection.
Figure 3: Sustainability extends beyond the four walls of the plant. Employees
have a tomato garden behind the building.
IA10 Industrial Automation North America
dedicated to continuous improvement, Wilz said.
These are the people making the changes. Im not
going out and driving the change.
How things have changed
There are many stories that could illustrate how
Sur-Seal has changed, both in form and in function.
You could point to the companys performance suc-
cess, both financial and productive, and that has been
impressive. You could note its expanded product lines,
including a clean room to take on a new move into
the medical supply business. That three-year process
required moving around a lot of Legos, but the result
was a 20,000-sq-ft clean room that will help Sur-Seal
open a new line of business.
There are a series of bins to hold materials and
supplies for the employees. They come and take what
they need when they need it. There is an inventory man-
agement process, but employees get supplies as they
need them. Sur-Seal operates on the honor system.
There are the lockers near the employee worksta-
tions, so workers can keep their personal belongings
close at hand, and the different color schemes for
each work cell, including one area done in pink with
lacy curtains. Even in a structured business, there is
room for the individual, and room to express yourself.
But there is one story that best sums up how far
Sur-Seal has come since 2002, since Mick Wilz
changed the way management and employees relate
to one another. It was the middle of the 2008 reces-
sion, and things were getting tight everywhere.
As auto sales slipped and part of Sur-Seals core
business fell away, the company was faced with a
tough choicelayoffs or pay cuts.
Company employees took a 4% pay cut and
reduced their schedules to 36 hours a week. The busi-
ness fought its way through the tough days in 2008
and 2009 and emerged better than ever.
Would that have been possible in 2002, before the
Legos and the books and the change in the ways
employees were engaged at Sur-Seal? Rothweiler
smiles, a little ruefully. No way, he said simply.
The change in employee engagement was about
untangling the chain, but it meant so much more
to the people Mick Wilz now entrusts with his fam-
ily business. It was like a spiritual awakening,
Rothweiler said. You could see there was a sincere
thought behind everything he brought up. This time,
he let go of control.
And Wilz and his team gained so much in that
process. Weve been living the life of continuous
improvement, he said. This is now a place where you
can grow, where you can learn things. You have to find
a seat on the bus for everyone. By leading them and
coaching them, you spread the reward out.
Figure 4: An important part of Sur-Seals improvement program, and a part
of its turnaround as an organization, is the sharing of all company metrics with
Figure 5: Using Lego blocks to demonstrate how a revised plant floor might
look got employees directly engaged with the final plant design.
input #37 at
IA12 Industrial Automation North America
CFE MEDIA: Weve had five solid
years of growth in manufacturing, and
there are some people who feel were
still on shaky ground. Whats your
perspective on the health of manufac-
turing in 2014?
KUREK: Generally speaking,
the industry is healthy and we
see good prospects for the near
future. Demand is up overall, and
this is sparking increases in employee levels and prof-
its. According to this years Manufacturing & Distribution
Monitor report, the majority of small and mid-size manu-
facturing and distribution companies expect solid growth
over the next 12 monthsand two-thirds plan to add jobs
during that period. In fact, we expect these growing com-
panies to increase their workforce by 6%, up from 4%
in 2013.
In the report, 36% of the 1,147 companies participating in
our survey described themselves as thriving. This is quite a
change from only a few years agoin 2009, for example, only
9% said they were thriving. These companies excel in so many
waystheir profits before interest and tax are higher, more of
them expect demand and profits to rise, they are hiring more
personnel on averagethat we took a close look at these com-
panies to see what they are doing to stay healthy and flourish.
The success of these companies
suggests that there are a number
of things that individual compa-
nies, the industry as a whole, and
our government can do to help the
industry prosper in the future.
CFE MEDIA: Where do manufac-
turing leaders see us headed in the
next five years? Are we seeing more
slow but steady growth, or is some-
thing more dramatic in either direc-
tion possible?
KUREK: Since 2009, we have
seen steady growth in the industry.
There have been setbacks along
the waythe proportion of thriv-
ing companies hit its high point of
45% in 2011but overall things
are quite positive. Without trying to
predict the future, it looks like this
growth will continue.
That said, there are still a num-
ber of unknowns that could have
an impact on the pace of growth.
In the Monitor report, for example,
we note that government regula-
tions are still a big source of con-
cern. They are, in fact, seen as the
number one external issue limiting
growth in the next 12 monthseven
more than competition.
When we drill down into the details, we find that regu-
lations can mean anything from implementation of the
Affordable Care Act (ACA) to regulations on the state level
and those from the EPA.
CFE MEDIA: What are some of the key areas of focus for
KUREK: Among businesses in general, and thriving com-
panies in particular, there continue to be a number of areas
where significant strategic investments are resulting in
great company performance.
Overall, operations improvements and process innova-
tions achieved through Lean manufacturing processes and
the use of technology are allowing companies to maintain
As growth accelerates,
manufacturing is poised to thrive
The 2014 McGladrey
Manufacturing Monitor provides
further evidence of how manufac-
turing has helped lead the U.S.
economy out of deep recession
into solid growth over the past
five years. How to maintain and
accelerate that growth will be
discussed by Karen Kurek, the
head of McGladreys National
Manufacturing and Distribution
Practice, at the breakfast key-
note address at the 2014 Global
Automation and Manufacturing
Summit. In advance of the Summit,
Kurek discussed with CFE Media
the results of this years report and
what the immediate future holds for
the industry:
Companies are integrating and aligning IT
investments throughout the business, in areas
such as customer relationship management,
enterprise resource planning, and business
analytic solutions. Notably, most of the activ-
ity in these areas revolves around upgrad-
ing or reconfiguring the solution rather than
purchasing new, which can be expensive.
Companies are also investing in mobility solu-
tions and Web applications. Industrial Automation North America IA13
or even improve productivity. Companies are also seeing
improvements through investments in marketing, work-
force training, and leadership development.
Companies are integrating and aligning IT investments
throughout their businesses, in areas such as customer
relationship management, enterprise resource planning,
and business analytic solutions. There is a high level of
interest in mobility solutions and Web applications; in fact,
we found that thriving companies are more likely than
other companies to invest in mobility solutions.
Looking ahead, companies are preparing for the growing
challenges of succession planning and attracting skilled
personnel. Some companies are collaborating with local
colleges, trade schools, and high schools on training pro-
grams. Others are enhancing or expanding roles beyond
their traditional responsibilities in order to make the roles
more meaningful and attractive to a younger generation.
Speaking of workforce issues, we found that about
three-quarters of the companies participating in our survey
are offering full compliance coverage to full-time employ-
ees under the ACA mandate. About half of those compa-
nies are implementing wellness programs and other incen-
tives to help keep costs down and their workforce healthy.
Only about 5% are reducing wages or changing the status
of some workers to offset ACA-related cost increases.
CFE MEDIA: One topic gaining a lot of interest is the need
for greater speed in the supply chain. If our retail model is
going to change in the next few years, it will require not just
greater flexibility for final delivery, but greater speed in all
parts of the supply chain, starting with manufacturing. What is
your perspective on this?
KUREK: As Stephen Covey might put it, supply chain
management should begin with the end in mind.
Thriving companies know they need to maintain good
relationships with their customers and are making sure
that every decision made along the supply chain continu-
umincluding those regarding the products and services
that companies provideis based on supporting the val-
ues of the end user.
They are leveraging customer relationship management
systems to understand what they need and
working with suppliers to improve processes and
lower costs.
Many companies are taking a close look at their
supplier relationships from a total delivered cost per-
spective, taking into account unit price but also inventory
carrying costs, transportation charges, cost of potential
delays, and staff/management labor and training. This
analysis can lead some companies to bring operations
onshore, that is, back to the United States, in order to
address these various costs or to gain greater control over
product quality, turnaround time, or product innovation.
But each companys supply chain is unique and it
requires this type of in-depth analysis to determine what is
best for a particular company.
CFE MEDIA: How is automation and information changing
manufacturing? What do you see as the next big thing in this
KUREK: After so many years of delaying or cancel-
ing information technology projects, companies have
been recognizing the opportunities that IT can provide
to streamline operations, access data, and improve cus-
tomer support.
Companies are integrating and aligning IT investments
throughout the business, in areas such as customer rela-
tionship management, enterprise resource planning, and
business analytic solutions. Notably, most of the activity
in these areas revolves around upgrading or reconfigur-
ing the solution rather than purchasing new, which can be
expensive. Companies are also investing in mobility solu-
tions and Web applications.
Supply chain performance, for example, can leverage
technology to ease access to information that can help
improve processes, reduce cycle times, enhance inven-
tory forecasting, and generally encourage greater collabo-
ration with supply chain vendors.
Notably, despite several high-profile data breaches
that have occurred over the past year, manufacturing and
distribution executives continue to report low levels of
concern about the security of their data. Despite count-
less reports warning businesses to be more proactive
with their data security initiatives so they can mitigate any
potential breaches, these executives dont believe their
data is at risk.
CFE MEDIA: Is there one area in this years McGladrey
Monitor that you think is going to come as a surprise to your
clients and to manufacturing leaders as a whole?
KUREK: We conducted a number of focus groups
around the country this year, composed of manufactur-
ers making everything from cleaning products to bakery
equipment, and distributors working with products from
home construction material to tropical fruit. One of the
more pleasantly surprising discoveries was the strength of
the Made in the U.S.A. label. Its not just about selling
domestically; it has meaning in markets around the world.
The Made in the U.S.A. label stands for quality from the
Middle East to Australia. Its a big competitive advantage
on the global stage.
Its also interesting to see that onshoring is gaining parity
with offshoring as domestic business conditions become
more attractive. While 12% of companies reported hav-
ing moved operations offshore over the past two years,
more than 8% reported having moved operations back
home. While some companies may decide to move or keep
operations here because of the brand advantage, there are
a number of circumstances that can trigger when to bring
operations back home, such as regulatory environments,
carrying costs, cycle times, and quality issues.
IA14 Industrial Automation North America
Flexible, adaptable automation
on display at IMTS
t seems like just about everywhere you look, some-
one is talking about automation in manufacturing.
Industry publications are writing about it, and a num-
ber of manufacturing-related
events are focusing on it. So
why has this suddenly become
a big topic of such importance?
Put simply, its more reliable and
affordable than ever before, and
its allowing manufacturers to
make their operations more flex-
ible and adaptive.
Automation has seen tre-
mendous growth throughout
manufacturing over the last
several years. According to
the International Federation of
Robotics, worldwide sales of
one type of automation, indus-
trial robots, reached an all-time
high in 2013, a double-digit
increase over 2012; and in the
U.S., robot installations continue
to rise amid renewed efforts to
keep manufacturing at home and
to remain competitive abroad.
And while automation in the
automotive industry continues
to be strong, industries such
as metal and machinery, food,
medical device, pharmaceutical,
and IT are also increasing their
investments in automation.
Todays reality is that manu-
facturers of all sizes and indus-
tries are becoming increasingly
more productive and innovative
by employing automation tech-
nology in their facilities. Its easier than ever before to
explore what automation can do to improve the produc-
tion process, because shop floor automation is more
accessible than ever before. It is less expensive and
more capable of completing a wider array of tasks with
greater flexibility and maximum efficiency.
The next generation of robots are working with peo-
ple rather than replacing them. With added sensing and
learning capabilities, robots are becoming adaptive to
their environments and even collaborative with human
workers. While robots handle the more mundane and
repetitive tasks, human workers
are free to take on more critical
setup, programming, data analy-
sis, and quality improvement
That last sentence is especial-
ly important. In an era where our
industry faces a severe shortfall
of skilled workers, automation is
enabling many manufacturers to
maintain productivity and keep
their manufacturing operations
at home. Today, advances in
automation are creating skilled
jobs faster than they can be
filled. Some companies, like
Steel Collar Associates, are
even acting as temp agencies
for industrial robotscompa-
nies can hire them just for the
times and projects when they
need them.
But automation is more than
robotics. It is also the key to
unlocking the possibilities that
Big Data collection and analyt-
ics represent to manufacturers.
Sensors and microproces-
sors are cheap, abundant, and
easier than ever to implement,
and automation technology is
a natural fit for embedding all
those sensors. This allows for
data collection in every phase of
productionmeasuring speed,
temperature, material properties, machine vibration,
and tooling performance, just to name a few. At the
same time, software companies are adding data ana-
lytics and visualization tools to their products, and
Doug Woods
President and CEO
Association for Manufacturing Technology
Courtesy: AMT Industrial Automation North America IA15
cloud data storage and analysis have become more
affordable. As the worlds of manufacturing hardware
and software collide, the information generated can
be used for product innovation, process improvement,
capital utilization, predictive service, sales strategy,
and so on.
Where does all of this lead? Its not just about mak-
ing things fast. Speed is just one component, but its
also accompanied by an increased push toward mass
customization. This is manufacturings Holy Grail: mak-
ing what you want, when you want it, where you want it.
Flexible and adaptive automation systems are making
this a reality.
Of course, if you want to see some of the worlds
best automation technology in action, youll need to
visit Industrial Automation North America (IANA) and
Motion, Drive & Automation North America (MDANA), two
trade shows co-located with IMTS 2014, taking place
September 8-13 at McCormick Place in Chicago. IANA,
first co-located with IMTS 2012, was Deutsche Messes
first-ever industrial technology event in the U.S. It fea-
tures a complete range of automation products and solu-
tions as well as conferences and educational training.
This years edition will be almost double in size.
Just as IANA distinguished itself as an industry-
leading event at IMTS 2012, MDANA is poised to
become the networking hub of North Americas power
transmission, motion control, and fluid technology
sectors. In addition to the exhibits, MDANA will offer
a variety of conferences, workshops, and training ses-
sions covering topics such as industrial communica-
tions, robotic control, and 3D printing with the aim of
helping manufacturers increase efficiency and produc-
tivity. Its a great way to see the automation technol-
ogy that complements the other technologies featured
throughout IMTS. It allows you to see everything under
one roof.
Manufacturers cant ignore that advances in auto-
mation are changing the way they make products and
run businesses. The firms that leverage it to their best
advantage will be the champions of change and inno-
vation. You can be the next one to find out how.
IMTS 2014, Industrial Automation NA, and Motion,
Drive & Automation NA take place September 8-13,
2014, at McCormick Place in Chicago. Learn more by
Courtesy: IMTS
When youre looking to move your business to
the next level, you have a partner in Molex. We
provide the most dependable solutions for the
most demanding applications. A complete suite
of Brad automation products for connectivity,

communications, control and power. All bundled
together to meet your specifc needs, even in the
harshest environments. With our worldwide reputa-
tion for innovation, we will keep your automated
lines running smoothly. Lets grow together.
input #38 at PLANT ENGINEERING July/August 2014 85
Cable and hose carriers
TKA Series cable and hose carriers are especially tight to reliably protect
cables against dirt, chips and circulating spray water while also prevent-
ing the ingress of coolants and lubricants.
With the enclosed stroke system and pin-
hole joint, even large amounts of atomized
oil and flying particles can be disposed of
during cleaning, and the product is IP54-
rated. The optimized geometric shape of
the chain links and a triple encapsulated
stroke system allows for extensive unsup-
ported lengths while also being highly
U.S. Tsubaki
Input #202 at
Push-to-connect fittings
A new line of composite push-to-
connect fittings combine plastic
with existing metal barbed fittings.
They includes specialty items such
as union branches and tube-to-
stem elbow reducers. These are
available in sizes ranging from
thread sizes #10-32 to 1/2 npt, and
tubing diameters from 1/8 to in.
Input #201 at
The Arlink 8000 Modular Workstations
have an ergonomic design, unlimited
flexibility, and are available with a sup-
plied conveyor system, or can be easily
integrated with an existing conveyor.
The Arlink 7000 All-Purpose Workbench-
es have a durable design, the flexibility
for reconfiguration in bench length,
worksurface depth, and benchtop
height. They are adjustable to be ergo-
nomically friendly for each technician.
Input #203 at
Send new product releases to:
Voltage detector
A new 10 to 1,000 V dual-
range voltage detector meets the
demands of a growing building
automation market for units such
as LED lighting, occupancy sen-
sors, HVAC controls and security
systems. By simply turning on
the tool, the new unit will light up
the work area, as well as detect
and differentiate voltage systems
under 50 V that may have previ-
ously gone unnoticed.
Milwaukee Tool
Input #204 at
CNC machines
The Series 0i-F CNC has common operability,
maintainability and networking options along
with having a highly compatible PMC ladder. This
translates to easier operation and maintenance
across the plant floor. Additional new features
on the Series 0i-F include: 15 in. display, I/O
Link i, FSSB high speed rigid tapping, function
for loader control, tolerance control, axis name
expansion, program folder management, quick
program restart, flexible path axis assignment,
multi-path PMC function, ladder dividing man-
agement, EtherNet/IP and PROFINET.
FANUC America
Input #200 at
Drive system
The IndraDrive CL/ML helps
machine operators reduce
power consumption up to the
multi-megawatt range while also
increasing productivity. It is avail-
able in power ranges of 110 to
500 kW on a single unit. Using a
parallel connection of up to eight
individual 500 kW drives running
a single motor, a drive power of
up to 4 MW can be achieved. In
addition, users can choose either
air- or liquid-cooled drive systems
depending on their control cabi-
net configuration, noise require-
ments, and ability to handle
waste heat.
Bosch Rexroth
Input #206 at
The Series IO Ultrasonic
Sensors offer pushbutton
programming that provides
fast and easy on-site sen-
sor parameterization with-
out requiring any software.
IO-Link compatibility unlocks a series of control
functions that customize the sensor for installa-
tion in the most challenging environments. These
parameters can be viewed and modified on-the-fly
via an IO Link controller, or via a PC. The Series IO
ultrasonic sensors have UL, CSA, and CCC approv-
al, and feature a completely sealed, IP67-rated
housing, making them suitable for use in outdoor
application environments.
Input #205 at
2014 Gardner Denver. All rights reserved.
The Apex Series
The air you need without the hassle
With the Apex 15+ to 25 models, we provide all the features
you demand, using a simple package design that takes up a
minimum amount of space. Using a fully integrated airend, the
Apex contains fewer connections than competitive machines
at this size, increasing the machines reliability. In addition,
routine maintenance can be performed in seconds.
input #39 at
PLANT ENGINEERING July/August 2014 87
Angle wrench
The QX Series Angle Wrench is a cordless right-angle fastening tool created specifically for
operators in the industrial and assembly markets, from motor vehicle and white goods to aero-
space and heavy equipment. The multi-function display is the interface for programming multi-
ple torque, speed and angle configurationssaving time and eliminating the need for additional
tools. The QX Series Angle Wrench is ergonomically balanced and lightweight, reducing fatigue
by making it easier for the operator to maneuver.
Ingersoll Rand
Input #208 at
Send new product releases to:
Boring mill
The WFT 13R CNC machine features
stress relieved castings for all major
components, and all functional sur-
faces are hardened as one piece to
56 HRC. It is equipped with directly
coupled motors to the German
planetary gearboxes for axis motion.
Oil-cooled pillow block bearing
housings are provided for accurate
and stable positioning. It also is
equipped with a rotary table on a
cross roller taper bearing.
Fermat Group
Input #209 at
Controllers with integrated I/O
The X20 controller system has been upgraded to include a new series of com-
pact controllers with integrated I/O. Additional I/O modules can be connected
either locally or remotely using cables. These new compact controllers are being
offered in a wide range of variants with different levels of performance and fea-
tures. Each of these systems comes equipped with 32 built-in digital and analog
I/O channels and an x86 processor as standard features. Integrated POWERLINK,
standard Ethernet, CAN, RS232 and USB interfaces are also available.
B&R Automation
Input #207 at
Motor Testers
The ideal instruments for electric motor
troubleshooting, quality control and trending
Electrical or mechanical? Rotor?
Turn-to-turn fault? Phase unbalance?
Dirty windings? Short to ground?
Quickly identify motor faults
comprehensive motor testing
with one hand-held instrument!
ATP-201408-PlantEng_1-3pg_cmyk_Layout 1 7/18/14 2:49 PM Page 1
input #40 at
88 July/August 2014 PLANT ENGINEERING
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Your place for new products, literature, Apps, Videos, Case Studies and White Papers.
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3 Teco Westinghouse Motors
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price in excess of $400,000
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Private Treaty
In Connection
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PLANT ENGINEERING July/August 2014 89
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Your place for new products, literature, Apps, Videos, Case Studies and White Papers. | +1-800-821-2222
2014 BHA Altair, LLC. All rights reserved.
BHA is a registered trademark of BHA Altair, LLC.
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90 July/August 2014 PLANT ENGINEERING
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The following is an alphabetical
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Automation Direct
CLARCOR Industrial Air
Hochiki America Corp.
Kaeser Compressors
Lubriplate Lubricants Co.
Ludeca Incorporated
Prosoft Technology Inc.
Rosler Metal Finishing USA
SEW Eurodrive
SixAxis Technologies
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nd the latest multi-media programs, interactive features,
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Allied Goes Interactive
Its an interactive world, and in the spirit of innovation, Allied has
introduced new interactive customer tools. Designed to make the
customer experience easier, more immersive, and more enjoyable,
Allied recently debuted several new product information features that
take full advantage of the Internets interactive capabilities.
Allieds innovative Product Finders make locating the parts needed for
a particular project simple. Take the Control Cabinet Product Finder,
for instance. Scroll over any component in the 3D-rendered control
cabinet drawing for a list of all the manufacturers of that product and
a link that instantly takes you to the catalog page for the part youre
interested in.
Need a transformer for a control cabinet?
Just click on the accurately-rendered drawing to
fnd transformer products from Acme Electric,
Hammond Power Solutions, Sola/HD, and more.
Click on the View All button to see a sortable list
of all the transformers available in the
Allied catalog (more than 950!).
The Power House Product Finder features AC/DC
and DC/DC power supplies from a host of leading
suppliers, including Cosel USA, Phoenix Contact,
Power-One, SL Power, SolaHD, and TDK-Lambda.
Power Over Ethernet, Modular power supplies,
LED drivers, PCB mounts, and more are just a click
away with this easy-to-use search tool.
Perhaps even more impressive is the Interactive
PCB Product Finder. This fully rendered circuit
board presents a variety of common components,
all of which can be highlighted and viewed.

Select one of the six capacitors, for instance, and
all are highlighted. A simple click reveals a choice
of capacitor types, such as Aluminum Electrolytic,
Ceramic, Film, Metalized, and Tantalum, from such
noted manufacturers as Cornell-Dubilier, Kemet,
Vishay, Panasonic, and Nichicon.
Finding the parts you need has never been easier.
Gone are the days of laboriously searching through
printed catalogs or out-of-date webpages, trying
to fnd what you need. Now, with Allieds innovative
Product Finders, your solutions are as close as a
mouse click.
Allied Electronics | 800.433.5700 |
AutomationDirect is a distributor of
thousands of industrial automation products
including Programmable Logic Controllers (PLCs),
Programmable Automation Controllers (PACs),
AC drives/motors, operator interface panels/HMI,
power supplies, DC motors, sensors, push
buttons, NEMA enclosures, pneumatic supplies,
and much more. In business since 1994, the
company headquarters is located just north of
Atlanta, Georgia.
Our prices are low.
Our prices are well below the list price of more
traditional automation companies because with
our business model and focus on efciency,
AutomationDirect has the lowest overhead in
the industry.

We make ordering easy and our service is exceptional.
Shop online with our exhaustive product listings or browse our online catalog; fax or phone us youll get
friendly, efcient service from the most helpful sales team in the business. Independent surveys completed
by readers of Control Design magazine placed us at the top of the list for service 12 years in a row in their
Readers Choice awards. Other surveys by magazines such as Control Engineering and Control have echoed
the results.
We ship super fast (and FREE 2-day transit on orders over $49).
The majority of our products are stocked for same-day shipping. Orders placed by 6 p.m. EST will ship the
same day with approved company credit or credit card. LTL items require 5 p.m. order cutof and some
limitations apply as 2-day transit time does not apply for LTL shipping of heavy itmes. See Terms and
Conditions online for full details.
We guarantee it.
We want you to be pleased with every order. Thats why we ofer a 30-day money-back guarantee on almost
every stock product we sell, including our software (see Terms and Conditions for certain exclusions).
For more information, contact us at 800-633-0405 or visit
Find permanent
solutions for dust and
fume pollution.
Safe air for a safe work environment
is the business of Camfl APC. We
make the most technologically
advanced industrial dust, fume and
mist collectors on the market
fabricated to customer needs and
backed by dependable service support
and decades of proven experience.
In addition to product and technical
information, our website is designed
to educate plant engineers on cost-
efective and sustainable ways to
solve the most difcult dust and fume
challenges. The Dust Collection 101 ( area of the site provides
educational articles on important topics such as air quality compliance, preventing combustible dust
explosions, dust testing, and selecting the right dust collection equipment for a given application.
Another frequently visited area of the site is the Case Studies (
section, which contains dozens of real-life testimonials from companies that have benefted from using
Camfl APC dust collection technology. These challenge-solution stories are organized by type of
application, so you can look up a particular process (blasting, sanding, welding, etc.) or industry
(chemical, food processing, metalworking, paper, etc.) and quickly fnd relevant case study examples.
We also have a comprehensive Video Center ( with dozens of videos
organized by category including capabilities, plant tours, product demos, installation instructions,
customer case studies, expert interviews, documentaries, fun videos and dust collection epics.
We are part of Camfl, the largest air flter manufacturer in the world. All our dust collection systems,
including flter cartridges, are manufactured in ISO 9001 certifed facilities. Our fagship Farr Gold Series

cartridge collector combines rugged heavy-gauge construction with a compact modular design that
allows easy access and fast, trouble-free service.

It is equipped with the award-winning HemiPleat

flter, which delivers lower pressure drop than

standard cartridge flters for guaranteed longer service life and energy savings.
Camfil Air Pollution Control | 3505 S. Airport Road | Jonesboro, AR 72401 | Phone: 800-479-6801 or 870-933-8048
Email: | Find us on Twitter and Facebook from any page on our website:
CLARCOR Industrial Air
Optimize the performance and proftability of your plant,
manufacturing operation, or product through the expertise
of CLARCOR Industrial Air. We design, test and manufacture
industrial air flters engineered for use in heavy industry
applications such as rock dust, power generation,
manufacturing and metal production for in-process dust
collection and air pollution control. We will enable you
to better:
Achieve environmental targets
Find cost-efective alternatives to new equipment
or systems
Improve operating costs through higher fltration
performance for longer periods of time
Increase performance while reducing emissions
With more than 40 years of baghouse fltration
engineering and manufacturing expertise, we ofer a wide
range of the best-quality products and services. Our experts
have in-depth customer knowledge and service capabilities
that help you improve your operation. You need to achieve
your operating goals and we are here to provide you with answers, training, and a quick response beyond
delivery. To fnd out more about our BHA products and services, visit
As a whole, CLARCOR Industrial Air, formerly GE Power & Waters Air Filtration business, helps customers
achieve air quality and plant performance goals with products and solutions for gas turbine inlet fltration,
industrial fltration and membrane technologies. With over 700 employees around the world and nearly 50
years of air quality management expertise to serve our customers, CLARCOR Industrial Air is committed to
improving plant performance and enabling our customers to realize their operating goals by delivering
superior fltration products and systems.
Liquefed Natural Gas, Marine, Ofshore and Midstream Oil & Gas, Energy & Electric Utilities
Rock Dust, Utility, Process, Metals, Carbon Black, OEMs, Hot Gas
Automotive, Filtration, Packaging, Medical
Outdoor, Backpacking, Hiking, Snowsports, Cycling, Running, Lifestyle, Fashion, Workwear,
and Military apparel
Gas Turbine Inlet Systems and Filters
Ofshore Oil & Gas
Energy & Electric Utilities
Specialty Membrane
Microfltration and Media
Industrial Filtration Baghouses
Aftermarket Parts
11501 Outlook Street, Suite 100 | Overland Park, KS 66211 |
+1-800-821-2222 | +44 (0) 1420 541188
Flexicon Corporation
Flexicon Corporation engineers and
manufactures a broad range of individual
bulk handling equipment, as well as
automated bulk-handling/weigh-batching/
blending systems that are fully integrated
with new or existing process equipment and
storage vessels located throughout the plant.
Equipment manufactured by Flexicon
handles virtually any bulk material, from
large pellets to sub-micron powders, friable,
free-fowing and non-free-fowing products,
including materials that pack, cake, plug,
smear, fuidize or separate.
The line includes: Flexible Screw Conveyors,
Tubular Cable Conveyors, Pneumatic
Conveying Systems, Bulk Bag Unloaders, Bulk
Bag Conditioners, Bulk Bag Fillers, Bag Dump Stations, Drum/Box/Container Dumpers, Weigh Batching
and Blending Systems, and Automated Plant-Wide Bulk Handling Systems. Most equipment is available in
carbon steel with durable industrial fnish, stainless steel in industrial or sanitary fnish, or designed and
constructed for 3-A certifcation and USDA acceptance.
Engineered automated systems incorporate equipment manufactured by Flexicon as well as packaging
machines, blenders, weigh feeders, screeners, crushers, grinders, dryers, coolers, dust collectors, and any
other process and storage equipment required -- all integrated with your process, guaranteed to perform,
and backed by Flexicon.
Two types of programmable weigh batching/blending systems are ofered: Bulk Bag Loss-of-Weight
Systems source the material from individual or multiple Bulk Bag Weigh Batch Dischargers, each with
load cells, measuring the amount of weight lost as material is discharged directly into a common hopper,
blender, conveyor, shipping container or process vessel. Gain-in-Weight Batching Systems transport
ingredients from silos, manual dumping stations, bulk bag dischargers, process equipment or any other
source, measuring the amount of weight gained by one central weigh batching hopper, blender, or other
downstream equipment that is mounted on load cells.
The companys 90,000 sq. ft. (8350 sq. m) manufacturing facility and world headquarters is located in
Bethlehem, Pennsylvania, USA. Approximately 5000 sq. ft. (465 sq. m) of high-ceiling area is dedicated
to a state-of-the-art test laboratory where full size equipment and systems are confgured to replicate
customer installations, enabling the company to run customer-supplied materials and certify
equipment performance.
Flexicon Corporation | Tel: 888-353-9426 | |
Hochiki america website is easy to
navigate and full of useful information
For high-quality, cost-efective, innovative fre alarm systems
and equipment, Hochiki America is your complete solution.
Hochiki is a world-leader in the fre alarm industry, with
unparalleled quality, service, and support.
Finding the Right Product for the Project -
All fre systems are clearly marked on the site and are easy to
fnd. A simple listing format for Analog, Conventional and Test
Equipment is direct and specifc. Product information is also
readily available through the PRODUCTS tab.
Large, Medium and Small Projects, New Products -
The website will send the viewer to controls, as well as to
accessories and the new product entries known as FireNET
Xtinguish and FireNET Vapor, for environmentally friendly
extinguishment, and for very early warning, described below.
A UL-compatibility list of devices is provided.
Conventional fre alarm solutions also available - Look for the HCA-series conventional system,
available in 2, 4, and 8 zone versions. A complete line of conventional detectors is available, along with
notifcation appliances and other accessories.
Heard about FireNET Xtinguish? - This UL Listed, environmentally-friendly aerosol extinguishes fre by
breaking the chemical chain reaction of the fre. Quick design, easy installation, and minimal maintenance are
ideal for total-fooding extinguishing applications. Call Hochiki sales for more information.
Very Early Warning Device - FireNet Vapor provides highly reliable, very early warning smoke detection at
the earliest presence of fre, while reducing the recurrence of nuisance alarms.

FireNet Vapor actively samples the air for the smallest particles of smoke to detect fre at the earliest stage.
FireNet Vapor can also provide reliable detection in a wide range of environments coal mines, clean rooms,
data centers, airports, prisons, etc. Hochiki provides a design service for this product.
Authentic Hochiki Quality Is Only Available Through Authorized Dealers and from Hochiki America.
See our handy News section and also FAQs for more information.
7051 Village Drive, Suite 100, Buena Park, CA 90621 | (714) 522-2246 | |
Hyster Company: Strong
Partners, Tough Trucks
Hyster was born tough: our frst product was
built for lumberjacks in the Pacifc Northwest.
More than 80 years later, we still build some of the
toughestand most trustedlift trucks around.
All 130+ Hyster lift truck models are custom-built
with innovative technology, industrial-strength
components and user-friendly design for easy
operation and maximum production in the most
demanding applications.

Bring on nearly any application, any environment,
and Hyster can conquer it. From walkies to
container handlers, Hyster lift trucks are available
in the broadest capacity range in the industry:
from 2,000 to 105,000 pounds.
Earlier this year, Hyster Companys B60-80Z
rider lift truck series was named the 2013 Silver
Product of the Year for material handling systems
by Plant Engineering magazine.

The B60-80ZHD end rider series addresses a multitude of tough operating conditions and tackles some of
the industrys most demanding applications. Engineered for heavy duty applications in a range of operating
conditions, the B60-80ZHD series 6,000- and 8,000-lb electric end rider pallet trucks provide the confdence
to get the job done. They feature an enhanced fork frame and heavy duty linkage for greater strength and
steadier load handling. To maximize durability, the forks are reinforced with 25 percent more steel, while
fork tips are specifcally designed for smooth pallet entry.
To further simplify operation, the end rider series is equipped with Hyster i3 Technology, which
provides commonality among Hyster warehouse products and simplifes the way that both operators and
technicians handle and service the lift trucks. The Integrated Intelligent Interface ties together functionality,
software, diagnostic codes, similar interfaces and is Hyster Tracker compatible. This technology allows
operator input to optimize performance to suit operator skill level. It also provides setup and diagnostic
menus for service technicians
About Hyster Company
Based in Greenville, N.C., Hyster Company ( is a leading worldwide lift truck designer and
manufacturer. Hyster Company ofers 130 models confgured for gasoline, LPG, diesel and electric power,
with the widest capacity range in the industry from 2,000 to 105,000 lbs.
1400 Sullivan Drive | Greenville, NC 27834-9007 | Tel: 1-800-497-8371
The frst practical augmented
reality app for industrial and
process environments
iQagent is the frst practical augmented reality
app for industrial and process environments.
It recognizes equipment on your plant foor, and
instantly displays relevant live process data,
schematics and other resources. You can
download iQagent on the Apple App Store.
iQagent addresses two issues faced by virtually
every automated plant:

1. Time is wasted when technicians stop work to
search for schematics, manuals and other
procedures required to complete the task.
2. Communication with remote support
personnel about downtime issues is inefcient
using traditional channels, such as phone or
email; problems often remain unresolved until
resources arrive onsite to analyze and correct
the problem.

iQagent uses the Point Of Interest, or POI, concept to recognize equipment and process Areas. Users
defne POIs for their plant foor, and associate relevant data and resources with them using the iQagent
Confguration Tool.
Live data points from your PLC, SCADA or HMI are linked to the POI via OPC, or from your SQL Server,
Oracle or other ODBC Database system. File based resources such as schematics, manuals or procedures
can be linked directly to your File Server or Electronic Document System. You can also link to email
addresses, movies and videos, or create your own custom forms and checklists.
For each POI created, a QR-based POI Code is generated and mounted near the equipment or process it
represents. When the iQagent App is used to scan the POI, the confgured data and resources are instantly
displayed on the tablet screen. This eliminates time spent searching for resources to complete a task.
iQagent has a patented holistic recording feature that allows users to show problems to ofsite technical
resources rather than merely describe them over the phone or email. iQagent records live video and
audio of the issue, overlaid with live production data, schematics, and on-screen annotations drawn by
the user. The resulting mp4 video can be emailed directly to ofsite personnel for quicker analysis and
resolution of the problem. | Tel: 770.754.0427 |
Kaeser Solution Brings Plant
Serious Green
Kaeser is no stranger to providing energy saving
solutions that put money back on our customers
bottom lines. Here is just one example of how we
helped a customer reduce their annual energy costs
by nearly 75%.
For many years, the compressed air system at a
metal products plant grew without taking the
time to weigh the energy consumption and age
of their current compressed air equipment. When
production changes caused pressures to drop below
acceptable levels, the plant simply added a new
compressor to their existing system, without
removing older compressors (averaging 15 years
but ranging up to 36 years old).
A comprehensive Kaeser Air Demand Analysis (ADA)
was performed on the plants air compressor system
to help them understand the compressed air issues
they currently had and make sound recommendations on system improvements. Kaeser also completed
a leak detection audit, not only documenting the size and location of each leak, but also quantifying the
overall leakage cost to the facility.

Kaeser identifed approximately 75% potential compressed air system energy consumption savings.
Taking Kaesers recommendations, the leaks were fxed, the black iron piping was updated with
Kaeser SmartPipe and a new compressed air plant design was installed, including Kaeser Sigma
Frequency Control (SFC) and the Sigma Air Manager (SAM) Master Controller. In the end, Kaesers
compressed air solution yielded the following results:
Operating Energy Cost for Previous System: $90,000 per year
Estimated Savings for Fixing Leaks: $51,000 per year
Estimated Savings from New Compressors and System Controls: $17,000 per year
Total Annual Energy Savings: $68,000
Utility Incentive: $25,000
Contact us to see how we can help optimize your system and add some green to your bottom line.
Ph: (866) 516-6888 | Fax: (540) 898-5520 | |
Lubriplate High Performance
Synthetic Lubricants
129 Lockwood Street | Newark, NJ 07105
Tel: 800-733-4755 | E-mail:
To visit Lubriplates webpage go to:
The Lubriplate webpage at provides product information and technical data
for all Lubriplate and Fiske brand lubricants. In addition you can review the distributor program to
determine the Lubriplate distributor nearest you.
Lubriplate And Fiske Brands Lubricant Inventory Includes...
High Performance Synthetic Lubricants, Gear, Bearing and Recirculating Oils, Air Compressor and
Vacuum Pump Oils, Hydraulic Fluids, Multi-Purpose Greases, NSF H-1 Registered Food Machinery
Lubricants, Environmentally Responsible Lubricants, Specialty Lubricants, Automotive Lubricants,
Motor Oils and Metal Working Fluids.
Complimentary ESP Extra Services Package
Available to all Lubriplate Customers, these services include: Complete Plant Surveys, Lubrication
Maintenance Software, Color Coded Lubricant Machinery Tags, Follow-Up Lubricant Analysis,
A Toll-Free Technical Support Hotline and e-mail and a variety of end user and distributor
Lubrication Training programs.
Packaging Containers
Lubriplate Lubricants come in a variety of packages from small tubes to grease cartridges to
bottles, pails, quarter drums, 55 gallon drums and bulk bins.
Online Webstore
You can shop online at Lubriplates webstore for a variety of lubricants. They include: Lubricants in
Tubes, Spray Lubricants, Grease Cartridges, Automotive Lubricants, Motor Oils, Household
Lubricants and more.
LUDECA, Inc. | (305) 591-8935 |
Keep it running with LUDECA
LUDECA is a leading provider of Preventive, Predictive and Corrective Maintenance Solutions
including machinery laser alignment, vibration analysis and balancing equipment such as the award-
winning ROTALIGN ULTRA and VIBXPERT instruments by PRUFTECHNIK. In addition, they ofer alignment,
vibration and balancing training on site and at their state-of-the-art Miami Training Center as well as
repair services, equipment rental and high-end engineering consultation services.

LUDECAs website features information on their alignment and condition monitoring
product ofering along with demo videos, brochures, tech notes and a Learning Center with video
tutorials and white papers. Another great resource for their maintenance tips, case studies and articles is
the LUDECA Blog.
Service and Support

As a long time provider of maintenance technology, LUDECA prides itself on the service they provide their
customers. Support personnel and application engineers are always available to provide product support
and training and ensure the success of your reliability program.
Should service of your instrument ever become necessary, they ofer you a quick turnaround time, and
if necessary a loaner system or component will be available to you. LUDECAs service facilities include a
NUPIC approved calibration laboratory with NIST certifed calibration equipment.
LUDECA Solutions Providers ofer additional support across the entire USAincluding Alaska and
Hawaiias well as in the Caribbean and Venezuela.
Visit and learn how LUDECA can help you achieve your maintenance and reliability
goals. Keep it running.
MovinCool Launched
New QR Code
Service Link Feature
MovinCool, a brand of DENSO Corporation,
announced that it has launched a new QR
Code Service Link feature that gives owners
of MovinCool air conditioners fast, smartphone
access to online warranty and service
support information.
By scanning the QR Code on a MovinCool unit
with a smartphone, users are immediately
connected to the MovinCool website, where
they can register their unit for coverage under
MovinCools industry-exclusive, full three-year
manufacturers warranty (two years for
ceiling-mount units). Once registered, users can verify the units current warranty coverage period, view
dealer contact information, fnd out where to call for service support and get answers to frequently asked
questions, as well as download operation manuals, service manuals and spare parts catalogs.
Were proud that MovinCool ofers not only the industrys strongest warranty, but also complete service
support, said David Keller, manager, Heat Management Department. And now our new Service Link feature
lets customers get warranty and service support information even faster and more easily than ever before.
For more information, visit
MovinCool, which has pioneered the concept of workspace spot cooling since the 1980s, is a brand of
DENSO Corporation, the worlds largest manufacturer of spot air conditioners. MovinCool ofers portable
and ceiling mount air conditioning systems for many diferent applications, including emergency, backup
and supplemental cooling, as well as moisture removal.
DENSO Corporation, headquartered in Kariya, Aichi prefecture, Japan, is a leading global automotive supplier
of advanced technology, systems and components in the areas of thermal, powertrain control, electronics
and information and safety. Its customers include all the worlds major carmakers. Worldwide, the company
has more than 200 subsidiaries and afliates in 38 countries and regions (including Japan) and employs
nearly 140,000 people.
Currently, in North America, DENSO employs more than 17,000 people at 32 consolidated companies and
afliates. Of these, 28 are manufacturing facilities located in the U.S., Canada and Mexico. In the U.S. alone,
DENSO employs more than 14,000 people in California, Michigan, North Carolina, South Carolina, Tennessee,
Kentucky, Georgia, Iowa, Ohio and Arkansas. DENSOs North American consolidated sales totaled US$7.9
billion for the fscal year ending March 31, 2014.
MovinCool is a registered trademark of DENSO Corporation. QR Code is a registered trademark of DENSO
Wave, Incorporated.
(800) 264-9573 | |
ProSoft Technology ofers
informative training videos
Need a lesson on Modbus? Maybe you need a
step-by-step video tutorial on how to confgure one
of our products? ProSoft Technology has many
tutorial videos available on our website to help you
get up and running on our products. Below are just
a few videos for some of our most popular products.
Should you need another training video, visit
Understanding Modbus for
Rockwell Automation Users
Are you a Rockwell Automation user who needs
to learn about Modbus? This tutorial teaches you
about Modbus Serial and TCP/IP communications,
as well as Modbus addressing, data structures,
function codes and physical network considerations.
RS232, RS485, RS422 and Ethernet topologies are
discussed. Visit for more
Setup Tutorial for Cellular Radios
This video teaches you how to confgure our cellular gateway using an open VPN server. Learn how you can use
our Add-On Instruction in RS Logix 5000 or Studio 5000, giving a Rockwell Automation controller the ability
to read data including GPS position, data usage and more. Visit for more information.
Modbus Setup Tutorial for ControlLogix
This video teaches you how to confgure our Enhanced Modbus Module for ControlLogix, which allows
Rockwell Automation ControlLogix processors to interface with Modbus-compatible devices. This video will
show how to import the Add-On Instruction in RS Logix 5000 and how to confgure the module as a master or
slave. Visit for more information.
Setup Tutorial for 802.11 Industrial Hotspot Radios
This video teaches you how to confgure our 802.11 high-speed Industrial Hotspot Radios with Fast Roaming.
Learn how to confgure a wireless system consisting of one Master radio and a remote radio that will wirelessly
connect to that access point. Visit for more information.
Setup Tutorial for Remote I/O to EtherNet/IP Migration Gateways
This video teaches you how to confgure our Remote I/O to EtherNet/IP migration gateways. Learn how our
migration gateways allow you to migrate legacy drives and PanelViews to EtherNet/IP PowerFlex drives and
PanelView Plus terminals without modifying PLC code. Visit and click on the videos tab
for more information. | 661-716-5100
PROTO is Bringing
Beyond Strong to Air Tools
Get industry-leading breakaway torque with PROTOs frst
set of Air Impact Wrenches.
The toughest jobs call for the toughest tools, and for over
100 years PROTO has been delivering the tools that help
keep industry on the move. Today, PROTO introduces
its frst line of air tools with the all-new pistol-grip
Air Impact Wrenches. Ergonomically engineered for heavy
industrial use with safety in mind, the pistol-grip Air
Impact Wrenches feature the highest breakaway torque
in the industry. This First in Class strength means you can
get your toughest jobs done without having to change
wrenches mid-job.
Titanium housing, which reduces weight and ensures
maximum durability.
Ambidextrous forward/reverse lever can be actuated
with a single hand, even with gloves on.
Side-fed, 6-vane air motor delivers maximum power
and efciency.
Integrated Tethering Capability in all Proto

Air Tools.
Machined motor housing reduces number of parts,
creating precision alignment, reducing wear,
increasing efciency and simplifying maintenance.
The PROTO Air Impact Wrenches are available in
8 Drive
Impact, Drive Compact Impact, Drive Impact and
Drive Impact. The
8 Drive Impact features 525 ft.lbs. of
breakaway torque, and has an overall weight of 2.9 lbs.
The Drive Compact Impact features 590 ft.lbs. of
breakaway torque, and has an overall weight of 3.0 lbs. The Drive Impact features 1260 ft.lbs. of
breakaway torque, and has an overall weight of 4.6 lbs. And the Drive Impact checks in with a
whopping 1560 ft.lbs. of breakaway torque, and has an overall weight of 8.4 lbs.
Warranty & Service Information
Each PROTO Air Tools comes with a standard two year limited warranty. Professional technical assistance
is available, and you can purchase parts on ServiceNet 24 hours a day, 7 days a week, 365 days a year.
For more information and to see the latest PROTO Air Impact Wrench video, visit
Phone: 1-800-800-TOOL | Email:
Rosler is fnding a better way
Rosler is the only mass fnishing company ofering both vibratory fnishing
and shot blasting equipment, as well as consumables and media. From our
extensive 300,000 sq ft facility in Battle Creek, Michigan we manufacture
right here in the United States for the North American market, and are
backed by a global network of locations providing worldwide support.
Our company slogan fnding a better way is exactly what we do. It
begins in Roslers 15,000 sq ft Test and Demonstration Lab. After frst
evaluating what the end result should be, our highly-trained process
engineers analyze your sample parts and processing requirements, and
perform detailed test trials to determine the optimum equipment, settings,
media compounds, separation and drying methods, so that your fnished
parts will meet your specifcations time after time. We choose the right
process for you not just the process we sell.
Send us your challenge.

Check out our recently redesigned website for more
information on how Rosler can optimize and automate your surface
fnishing processes.
Phone: 269-441-3000 | Fax: 269-441-3001 | |
Visit us at
Are you frequently wasted at work?
Well, forget HR. Go straight to PT Pilot and stop wasting your valuable time fumbling through
catalogs, price books, and emails to specify a gearmotor or gear unit. PT Pilot is SEW-EURODRIVEs
premier online selection program. It provides a complete quotation with prices, parts lists, 3D
CAD drawings, and all options for your custom gearmotor. PT Pilot is compatible with smart-
phones and tablets too. So, you can literally obtain a quote at your fngertips anytime, anywhere.
Find PT Pilot at
Engineering excellence and customer responsiveness distinguish SEW-EURODRIVE, a leading
manufacturer of integrated power transmission and motion control systems. SEW-EURODRIVE
solutions set the global standard for high performance and rugged reliability in the toughest
operating conditions.
With its global headquarters in Germany, the privately held company currently employs over
15,000 employees with a presence in 45 countries worldwide. U.S. operations include a state-
of-the-art manufacturing center, six regional assembly plants, more than 63 technical sales
ofces and hundreds of distributors and support specialists. This enables SEW-EURODRIVE to
provide local manufacturing, service and support, coast-to-coast and around the world.
SEW-EURODRIVE . . . Driving the world.

in Fall Protection
The perfect solution for customized fall
protection, built with the speed and
quality of standard ErectaStep.
PerfectaStep provides an extra measure of
fall protection when standard industrial stairs
and work platforms cant ofer the level of fall
protection workers need.
PerfectaStep is from the makers of
ErectaStep. So you get the same great
ErectaStep quality and fast service
without the expense and delay of hiring
a fabricator.
PerfectaStep provides fall protection and
safe access in industries and applications
Over pipes, dike walls and production lines
and equipment
In chemical plants and tank farms, food
and beverage distributors, water treatment
plants and refneries
Now you have 2 fast, easy ways to protect workers from falls and
provide safe access to work areas:
1. ErectaStep Modular Industrial Stairs and Work Platforms
5 easy-to-assemble components deliver unlimited fall protection options for a wide variety of
applications. Plus theyre easily disassembled and reusable to suit your changing footprint.
2. PerfectaStep Customized Modular Industrial Stairs and Work Platforms
When our standard ErectaStep doesnt quite ft, PerfectaStep lets you customize a fall
protection solution with the speed and quality youve come to know from ErectaStep.
Wherever workers need safe, productive access, look for the yellow rails, and youll fnd ErectaStep and
PerfectaStep. Both systems meet OSHA regulations for fall protection.
Call +1 888 878-1839 for a free quote today! Or get your free Safety Made Simple catalog.
ErectaStep | 219 Safety Ave. | Andrews, SC 29510 | (888) 878-1839 | Email:
PLANT ENGINEERING July/August 2014 109
Input #103 at
Input #102 at Input #100 at
Input #101 at
Input #104 at
2672 S. L a Ci enega Bl vd. L os Angel es , CA 90034 USA
( 800) 336- 1942 ( 310) 839- 2828 Fax: ( 310) 839- 6878
www. t ekl een. com i nf o@t ekl een. com
Scale formation reduces the heat transfer rate and
increases the water pressure drop through the heat
exchanger and pipes. In fact, one study has shown
that .002" fouling will increase pumping needs by 20%.
The Best Engineered Water Filtering
Solution Always Costs Less
Why Should You
Filter Your Water?
3.5" wide x 4.5" high
Pantone 382c
Tel: 1-800-645-4174
Hering AG is the European leader for
customized solutions in heat exchangers
preferred heat exchangers for industrial
applications such as exhaust-gas heat-
exchangers, steam generators and
gland-steam-condensers. We are looking for
sales representatives in the US and Canada
with the capability to expand our business.
In case of interest please contact
CFE Medias Apps for Engineers is a free
interactive directory of more than 170 engineering-
related applications for Android and iOS
operating systems. This app of apps contains links
to more than 170 different mobile applications.
For more information visit our Interactive Media Kit:
201311cfe_app4Eng_hlfHZ.indd 1 11/19/2013 5:32:58 PM
110 July/August 2014 PLANT ENGINEERING
Manufacturing explosion proof enclosures, ATEX enclo-
sures and electrical enclosures for over 80 years.
Aggreko is a global leader in generator rental, providing
efficient and cost effective industrial generators and power
Aggreko plc
Allied Electronics is a small order, high service level dis-
tributor of electronic components and electromechanical
products with over 50 sales offices across the United
States and Canada.
Allied Electronics
Allied Reliability Group designs and customizes integrated
approaches for identifying defects in assets using predic-
tive technologies and condition monitoring services.
Allied Reliability Group
ALL-TEST Pro produces electric motor and winding test-
ing equipment that can provide proactive offline and online
motor tests.
Atlas Copco produces and markets compressed air equip-
ment and generators, construction and mining equipment,
industrial tools, assembly systems, services and rentals.
Atlas Copco
AutomationDirect offers 6,500+ industrial automation
products through their free catalog and online store,
including PLCs, operator interfaces, sensors, and more.
Baldor Electric designs, manufacturers, and markets a
broad line of industrial energy-efficient electric motors,
mechanical power transmission products, and more.
Baldor Electric Co.
CLARCOR Industrial Air helps customers achieve air qual-
ity and plant performance goals with products and solu-
tions for gas turbine inlet filtration, industrial filtration, and
membrane technologies.
Camfil Farr
Compressed air purifications solutions, compressed air
filters, dryers and process water chillers.
CLARCOR Industrial Air
Diamond Chain provides expertise in drive systems and
design, wear and fatigue performance, and superior ROI
with the consistent performance of its products.
Diamond Chain Co.
Compressed air purifications solutions, compressed air
filters, dryers and process water chillers.
Donaldson Company Inc.
Exairs product line includes Vortex Tubes and products
utilizing Vortex Tubes, Air Amplifiers, Air Knives, air-oper-
ated vacuums and ionizing products for static elimination.
Exair Corp.
Flexicon designs and manufactures bulk handling equip-
ment and custom-engineered and integrated plant-wide
Flexicon Corp.
Greenheck is a leading supplier of air movement and control
equipment, including fans, dampers, louvers, kitchen ventila-
tion hoods, and energy recovery and make-up air units.
Greenheck Fan Corp.
Hochiki America Corp. manufactures life safety, fire detec-
tion and emergency devices.
Hochiki America Corp.
Hyster offers a comprehensive range of warehousing
equipment, industrial lift trucks, container handlers and
reach stackers as well as quality material handling parts.
Hyster Co.
Manufacturer of air system products, including rotary
screw compressors, portable compressors, rotary lobe
blowers, vacuum packages, refrigerated and desiccant
dryers, filters, and condensate management systems.
Kaeser Compressors Inc.
Lubriplate manufactures more than 200 high quality lubri-
cants, including high performance synthetic lubricants and
NSF-H1 lubricants for food processing and beverage.
Lubriplate Lubricants Co.
Ludeca is the exclusive distributor and factory authorized
service and training center for PRFTECHNIK Alignment
Systems GmbH and PRFTECHNIK Condition Monitoring
GmbH products in the U.S., Caribbean, and Venezuela.
Mobil Industrial Lubricants offers premium quality synMo-
bil Industrial Lubricants offers premium quality synthetic
and mineral grade oils and greases to the industrial mar-
Mobil Industrial Lubricants
Motion Industries is a leading distributor of industrial MRO
Motion Industries Inc.
The MovinCool division of DENSO has been responsible
for pioneering the use of portable air conditioning solutions
for a wide variety of U.S. markets since 1982.
The Nord-Lock Group manufacturers patented Superbolt
multi-jacket tensioners designed to eliminate unsafe and
time-consuming bolting methods.
Every tool that bears the RIDGID brand is engineered to
the same high standards of quality, strength, and endur-
ance as was the first heavy-duty pipe wrench.
The Rosler group is the leading supplier of surface finish-
ing equipment and consumables. Products include mass
finishing and show blast equipment, wastewater treatment
systems, and compounds for mass finishing.
Rosler Metal Finishing USA.
Schneider Electric delivers solutions for electrical distribu-
tion, machine and process control and automation, power
and lighting management, and engineering services.
Schneider Electric
One of the largest global suppliers of drive technology,
SEW-EURODRIVE specializes in gear reducers, motors
and electronic motor controls.
SEW-EURODRIVE USA offers truck loading racks, railcar loading
platforms, gangways, loading arms, swivel joints, and fall
protection equipment.
Six Axis LLC
Stanley Proto offers high-quality hand tools developed
according to strict ergonomic standards, with features
that lets users work faster and easier, including enhanced
shock absorption and reduced slip.
Stanley Proto
Sullair is a designer and manufacturer of stationary and
portable rotary screw air compressors, air treatment
equipment, and pneumatic tools.
Industry leader in synthetic lubricant technology with a line
of over 200 products that can service almost any industrial
Summit Industrial Products
U.S. Tsubaki is a leading manufacturer and supplier of
power transmission and motion control products and is the
worlds market share leader in roller chains.
U.S. Tsubaki Inc.
Yaskawa is the worlds largest manufacturer of ac inverter
drives, servo and motion control, and robotics automation
Yaskawa America Inc.
For more information on how to advertise in PLANT ENGINEERINGS
Internet Connection, call Jim Langhenry at 630-571-4070 x2203
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e PLANT ENGINEERING July/August 2014 111
Aggreko LLC 59 31
Allied Electronics 45 26
Allied Reliability Group 12 9
ALL-TEST Pro, LLC 87 40
Atlas Copco Compressors 43 25
AutomationDirect C-2 1
Baldor Electric Company C-4 42
Camfil Air Pollution Control 4 4
CFE Medias
New Global System Integrator Database 44
CLARCOR Industrial Air 61 32
Donaldson Co., Inc 16 13
EnclosureHub 10 7
ErectAStep C-1, 11 8
Exair Corp 7 5
Flexicon Corp 8 6
Gardner Denver 86 39
Greenheck Fan Corp 22, 68 20
Hochiki America Corp 17 14
Hyster 63 33
IANA at IMTS 2014 66, IA2, IA11 35, 37
iQagent 67 34
Kaeser Compressors, Inc 1 2
Lubriplate Lubricants Co 48 27
LUDECA, Inc 55, 57 29, 30
Motion Industries, Inc 21, 52 18, 28
Mobil Industrial Lubricants 2 3
Molex IA16 38
Nord-Lock, Inc 15 12
Plant Engineering 15
Workforce Development Research
Plant Engineerings Electronic Newsletters 35
RIDGID 19 16
800-769-7743 www.RIDGID.COM /COMPACT2
Rosler Metal Finishing USA 18 15
SAP IA5 36
Schneider Electric 13 10
Sullair Industrial Products 28 23
Summit Industrial Products 14 11
U.S. Tsubaki 20 17
Yaskawa America, Inc C-3 41
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112 July/August 2014 PLANT ENGINEERING
The next manufacturing goal is within our reach
t is called football in a myriad of local
languages by the rest of the world, while
Americans call it soccer. This is typical
of Americans; the rest of the world had
football before we had our game called
football, which is not much like the game the
rest of the world calls football. For one thing,
our football very rarely uses the foot.
We call it soccer, but by any name, when
the 2014 World Cup kicked off in Brazil, we
Americans were there by the millions in front
of our TV sets, gathered in our local water-
ing holes, in public viewing places, and in
airport lounges. There it was on the front
page of our newspapers and the lead story on
our news websites, and there it was crashing
the streaming Website ESPN had set up for
mobile viewing. Even though 19 World Cups
have preceded it, the U.S. sports fan, and even
the casual fan of sports, embraced the 2014
World Cup.
Maybe this time its popularity was because
the event was roughly in the same time zone
as we are and we didnt have to wake up at 8
a.m. or stay up until 2 a.m. to watch the games.
Maybe it was because the U.S. team was given
a reasonable chance to advance in the tourna-
ment, and Americans dont follow sports we
dont have a reasonable chance to perform
well in (i.e., the biathlon, cross-country ski-
ing, and most marathons in the last 30 years).
Whatever the reason, we caught World Cup
fever, and this time, it may not just be a pass-
ing infatuation. Even though the U.S. bowed
out in the round of 16 to Belgium on July
1, the fervor over who would win the final
continued past that date. More people in the
U.S. watched that U.S.-Belgium match than
watched any game in the 2014 NBA Finals
between Miami and San Antonio or any 2013
World Series game between Boston and St.
One illusion at the World Cup is that this
is what soccer looks like around the world.
Not every soccer field is the finely manicured
pitch that greeted the players in Brazil. In
many places the field has no grass at all; its
just a barren patch of dirt. Many times it isnt
grass or dirt, but the gravel or pavement of an
inner city street. The shoes, if the players have
shoes, dont have swooshes or stripes. And if
they dont have shoes, they play without them.
But the goal is the same.
One world; one goal. Its easy for us to lose
sight of this simple idea in a world where few
things seem that simple. But in soccer and
in manufacturing, it is that simple. We have
one world in manufacturing; one shrinking,
interconnected, and increasingly complicated
world. We have one goal: great manufacturing
output, produced with high efficiency and high
quality. No matter the size of your operation
or its location, the goal is the same.
In the iconic American sports movie Hoo-
siers, the small-town Indiana basketball
coach played by Gene Hackman takes his team
into Hinkle Fieldhouse at Butler University in
Indianapolis for the state finals. As the players
look in awe at an arena that seats more people
than live in their town, Hackmans character
pulls out a tape measure and reminds his team
that the baskets are still 10 ft off the ground,
that the free-throw line is still 15 ft away. He
reminds them that no matter where they are,
the game is the same.
As the World Cup showed us, the margin
between success and failure often is tiny,
almost imperceptible. In four World Cup
games, the U.S. scored five goals and still
were just one goal away from a berth in the
quarterfinals. Costa Rica scored five goals
in five games, and just two in its final four
games, and still almost made the semifinals.
Success is measured in different ways. For
the U.S. team, it was that they were competi-
tive on the global World Cup stage, that they
had gained respect as a potential global soc-
cer power. It is worth noting that their coach,
Jurgen Klinsmann, is a German native whose
country has won three World Cup titles. Klins-
mann was brought in to help the U.S. national
team raise its game to the level of the rest of
the world. We can learn from the success of
There are many ways to get to the next goal
in manufacturing. There is not a single path
to manufacturing excellence. But there are
best practices, things all good manufacturers
measure and manage. It is the fundamentals,
practiced and refined and perfected every day,
that lead a team, any team, toward the oppor-
tunity to be successful.
As it will be for the U.S. national team in
soccer, the next goal for manufacturers is to
improve on this years success. The next goal
is within our reach.
Bob Vavra
Content Manager
There is not a
single path to
excellence. But
there are best
practices, things
all good
measure and
For most of us, weekends are a time to kick back and relax. A chance to spend
time with family and friends. But you can bet theres a team from Yaskawa
working that same weekend to make sure your Monday is a little easier.
For example, we recently got a weekend call from Aida USA explaining that one
of their presses was down. We immediately sent our crew to the plant to address the problem,
a failed legacy inverter. Within ve hours, we got them a new replacement drive. They were up and running
again in no time.
Thats Yaskawa putting customers rst. Making it personal. 365 days. 24 hours. Every day.
Variable Frequency Drives Servo Systems Machine Controllers Custom Engineering & Design
Electrical Enclosures Retrots Training Service
Scan for more info on
Yaskawa Engineering
Services Group:
2014 Yaskawa America Inc.
Get personal with Yaskawa.
Call Dave Cecil today.
input #41 at
2014 Baldor Electric Company
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American Made Since 1920
Whether you pump it, compress it, blow it or convey
it, the new line of Baldor GPM motors are the perfect
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to order and are suitable for use with adjustable speed
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Since 1920, our goal has been to design and build the
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world. And, 94 years later our commitment remains the
same so that you can rest assured Baldor GPM motors
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input #42 at