Plant Engineering 2016-October Issue

The high cost of low-grade lubricants 41
Is Ethernet the key to IIoT? 47
PlantEngineering.com
Safety, every day

A plants 18-year streak
without a lost-time
accident is
no accident
19
A worker at Baldors Belton, S.C., plant assembles a

gear box on an adjustable 90-degree tilt table that
allows ergonomic assembly of the product.
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The Sweet Sound of Savings!

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Problem:
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Additionally, there never seemed to be enough air to meet
production demand despite having both a 50 hp and a 75 hp
rotary screw compressor. Month after month, energy costs
soared with the compressors being the highest consumers.
And during the summer months, increased condensate in the
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Solution:
An Air Demand Analysis (ADA) revealed that the 50 hp unit
(with modulation control) was producing only a fraction of
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compressor with adequate storage could easily meet the
plants demand and provide significant energy and maintenance cost savings. The air quality issues were due to undersized storage and air treatment.
Result:
The new, energy-efficient 50 hp dual control compressor
provides all the air thats needed and keeps the plant pressure
rock steadywith the 75 hp compressor still there for backup.
The new refrigerated dryer with energy-saving controls and
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issues, while the 361,099 kWh reduction in annual energy
consumption has this customer singing a happy tune.
Specific Power of Previous System:
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October 2016
Volume 70, No.8
Cover image courtesy: Baldor
COVER STORY
19 Safety, every dayfor 18 years
Today is another safe day at Baldors Belton, S.C., manufacturing plant. Like the day before
it or the day that will follow, the first focus for all 130 employees throughout the plant
is safety. The banners around the plant remind the Baldor employees of what has been
achieved. It is Paul Beaumonts job to remind them of the challenges each day to remain safe.
25 A safe investment
A corporate commitment to employee safety boosts productivity and profits.
PLANT ENGINEERING (ISSN 0032-082X, Vol. 70, No. 8, 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 2016 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@
cfemedia.com. 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
addresses to: 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. Email: customerservice@cfemedia.com. Rates for nonqualified subscriptions, including all issues: USA, $145/yr; Canada, $180/yr (includes 7% GST,
GST#123397457); Mexico, $172/yr; International air delivery $318/yr. Except for special issues where price changes are indicated, single copies are available for $30.00 US and $35.00 foreign. Please address all subscription mail
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.
www.plantengineering.com
PLANT ENGINEERING
October 2016 3
WHY WE DO IT
CLEAN AIR
MATTERS
Farr Gold Series

Dust Collector
Handte EM Profi
Coolant Mist Collector
for machining
Dust, Mist and Fume Collectors

AIR POLLUTION CONTROL
www.camfilapc.com e-mail: filterman@camfil.com 866-354-8794

29
19
41
50
Electrical Solutions
29
Equipment reliability doesnt equal system reliability

When determining system reliability, it is important to not confuse the reliability of individual
electrical components with the reliability of the electrical system as a whole. Overall system
reliability is only as good as its weakest link.
35
How an arc flash relay reduces costs

A wire manufacturer finds a way to eliminate the hazard and control labor spending.
Mechanical Solutions
41
The high cost of low-grade lubricants

Newer compressor lubricants are capable of handling wide temperature ranges and high flash
points. Whatever lubricant you choose for your compressors should be well matched with the
application and your airends moving parts and compressors seals.
Automation Solutions
47
Is Ethernet the key to IIoT?

Three of the top challenges facing IIoT system designers are security, determinism, and network
migration. Meeting these challenges requires using a combination of technologies ranging from
Ethernet switching solutions, programmable devices, high-precision timing, Power over Ethernet
(PoE), and application-optimized software.
Material Handling Solutions

50
Small data, big impact

A recent survey indicates that while 80% of companies track lift truck fleet data in some way, only
25% track equipment and utilization by specific drivers. The cost of not tracking this data can be
high, especially since more than ever companies are focused on improving profitability, productivity, and proper operator use.
Whats Inside:
9
17
57
64
IN Focus
Research
INnovations
IN Conclusion
PLANT ENGINEERING
October 2016 5
INSIGHT
The Human-Human Interface
We are in a rush to connect every machine

with every other machine in an intricate ballet of data and analytics. The promise of the
Industrial Internet of Things (please, can we
just call it IIoT?) is that our machines will talk
with one other, tell us themselves if they are
ailing or in need of attention, and provide us
with a clear path toward greater productivity,
greater safety and better products.
It sounds like a great deal for the machines.
So what about us lowly humans?
It turns out there still is room for the human
element in manufacturing. That was the
overwhelming message at last months International Manufacturing Technology Show
(please, can we just call it IMTS?) in Chicago.
More than 115,000 people attended IMTS in
2016, continuing the growth track of North
Americas largest manufacturing trade show
and reinforcing that there is still a need for
people to get together to look at the machines
that will deliver all that productivity.
The buzz around IIoT at IMTS (See?
Isnt that easier?) is the interface between
machines. Machines have been interfacing with humans for a while now, which
we have productized to call the HumanMachine Interface (please, can we just call
it HMI?). Data displays on the plant floor
have grown to become commonplace, and
more importantly, they have become useful
tools in allowing workers to have immediate
access to information. Not data; information.
Thats an important distinction. Since the
rise of sensors and PLCs (can we please just
never mind) we have been collecting data
and using data to manage our operations.
IIoT offers the intriguing possibility to turn
all of those zeros and ones to help determine
not just what is happening on our plant floor
now, but what may happen next. Information,
and not data, is the key to IIoTs adoption.
It was one of the subjects at CFE Medias
Global Automation and Manufacturing
Summit (GAMS) as part of Hannover Fairs
USAs Industrial Automation North America
pavilion. (For those of you playing along,
that was the GAMS conference at the IANA
pavilion at IMTS.) We discussed the ideas
around IIoT deployment, integration and
growth with some of the worlds top experts
before an overflow audience of people.
We have moved past the education phase
of IIoT; we must now begin to deploy it in
6 October 2016
PLANT ENGINEERING
1111 W. 22nd St. Suite 250, Oak Brook, IL 60523
Ph. 630-571-4070, Fax 630-214-4504
CONTENT SPECIALISTS/EDITORIAL
BOB VAVRA, Content Manager
630-571-4070 x2212, BVavra@CFEMedia.com
EMILY GUENTHER, Associate Content Manager
630-571-4070 x2220, EGuenther@CFEMedia.com
AMANDA PELLICCIONE, Director of Research
631-320-0655, APelliccione@CFEMedia.com
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630-571-4070 x2219, CVavra@CFEMedia.com
EDITORIAL ADVISORY BOARD

TIM DAWSON, IHS Technology
tim.dawson@ihs.com
+44 1933 408076
Bob Vavra
Content Manager
A moment of pause for a selfie at

IMTS during a week of 69,648 steps
at North Americas largest industrial
trade show. Send your IMTS selfies
to bvavra@cfemedia.com.
manufacturing. More than this, we must
begin to look at the potential for IIoT to
change the way we manufacture and the
way our people work. This will require not
the installation of machines but the ability
for people to work together in new ways and
to work with different people to achieve the
larger goals of safety, quality and productivity.
All those discussions on the show floor at
IMTS and all of the opportunities for suppliers and customers to work together toward
better manufacturing were the continuation
of what we will call the Human-Human Interface. Some day, Ill be begging you to please
call it HHI. For now, we have to put it into
practice before it earns its own acronym.
For all of the spectacular technology
we saw at IMTS in this show cycle, we saw
something far more profoundthat the relationship between people is still the critical
driver in manufacturing. Those who came
to learn were given a crash course in all that
is new. Those who came to sell found a more
optimistic buyer who wants to quantify the
investments ROI (and if I have to explain that
one, youre reading the wrong publication.)
If IMTS is to be the real success its numbers indicate it is, our next step is to get
all of our humans together and start that
interface. PE
H. LANDIS LANNY FLOYD, Electrical Safety Group Inc.

H.Landis.Floyd@gmail.com
302-547-4298
SHON ISENHOUR, Eruditio LLC
sisenhour@EruditioLLC.com
843-810-4446
DAVE REIBER, Reiber Reliability
davereiber@gmail.com
989-928-2307
LARRY TURNER, Hannover Fairs USA
lturner@hfusa.com
773-796-4250
CFE MEDIA CONTRIBUTOR

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* www.plantengineering.com/contribute explains how
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IN FOCUS
Warehouse automation: five emerging trends
Ergonomics, new tote configurations deliver efficiency, sustainability
By Greg Alesci, ORBIS
and Tom Pollard, Cimcorp
Shopping for products has never been

easier for todays consumer. With the touch
of a button, customers can add and remove
items from their virtual shopping cart and
expect it to show up on their doorstep just
a few business days later. Because of this,
manufacturers need rapid fulfillment to
keep up with technology advancements
and customer demands. They can better
streamline operations by automating their
distribution centers and warehouses.
As more automation is implemented
into facilities, it is critical that product
moves seamlessly and effectively throughout the system. The use of plastic reusable totes, crates, pallets and other plastic
packaging is one consideration that offers
repeatable performance in all types of
systems, including mini-load systems,
conveyors, robotics, automated guided
vehicles (AGVs) and full automation.
Major trends are emerging as more facilities adopt sustainable and earth-friendly
solutions. There are the five trends that we
predict will make a big impact as automation and reusable packaging continue to
gain a foothold in the logistics market.
1. Ergonomic handling: The handling
of totes will dramatically change. Previously, totes and crates were packed based
on strict weight or height capacity requirements so that workers could manually lift
and move them. By implementing automation into the facility, manufacturers
can increase the overall tote capacity and
tolerance. Totes will be packed heavier and
stacked higher because the automated systems and robots have the ability to handle
taller stacks and heavier loads. Increasing
the tote capacity will enable manufacturers to move more products effectively
and more efficiently, resulting in higher
throughput.
2. New tote configurations: Boxes
and totes will take new forms and will be
designed with customized automated soluwww.plantengineering.com
tions in mind to better

fit the systems needs.
For example, a semimanual and automated facility will start
to see reusable, plastic corrugated boxes
with sealed edges so
the flutes will not be
exposed, for easier
worker handling. The
box flap will go back to
its original place each
time prior to entering
the automated system.
Collapsible, dividable compartments and
hopper fronts are three more configurations that will emerge as tote and crate
designs continue to evolve.
3. Standardized totes: The standardized tote sizes that can be purchased and
ready for automation is the future and will
bring significant value to end-users and
integrators. Currently, the cost to build a
mold for a custom tote can be challenging to financially justify and can add time
to project plans. By removing the need to
create a custom tote each time and creating
a small group of standardized totes that
can be handled by automation, manufacturers will be able to save design and
engineering costs. Eventually, the industry
may see a refined prepackaged, out-of-the
-box solution with a proven track history
being offered. In the end, this can reduce
the overall amount of capital investment
needed to build a new system.
4. Reduction in racking: Automation
will allow for warehouses and distribution centers to move away from racking.
By removing racking, manufacturers will
have a cleaner work environment and better access to product, all within a smaller
work area allowing for better space utilization.
5. More traceability: Customers are
demanding to know where their product
is once theyve clicked submit order and
many industries need to be able to trace
The increased use of plastic totes will

be a trend to improve logistics and
warehouse automation in the coming
years. Image courtesy: Cimcorp
where product has been along the entire

supply chain. This will result in more totes
and crates with radio-frequency identification (RFID) tags being moved through
automated systems with sophisticated
warehouse management system (WMS)
systems that can easily track and trace
products. This will allow for greater visibility of each specific tote and crate as it
flows within distribution centers and warehouses and is transported to the customer.
Consumers have rapidly embraced
online technologies in order to receive
their products faster, which in turn require
manufacturers to adapt just as quickly. To
ensure the most cost-effective system solution is brought forward, first determine the
organizations requirements and then find
the right vendors to make it a reality. By
readily embracing advancements in integrated automated systems, manufacturers
and distributors can stay competitive while
meeting customer demands. PE
Greg Alesci is strategic account manager
at ORBIS and Tom Pollard is an applications engineer for Cimcorp.
PLANT ENGINEERING
October 2016 9
IN FOCUS
2016 GLOBAL AUTOMATION AND MANUFACTURING SUMMIT
IIoT success requires a change of mindset

Dr. Shi-Wan Lin (left), co-chair of
the architectural task force for
the Industrial Internet Consortium
(IIC), makes a point during the
Global Automation and Manufacturing Summit in Chicago Sept. 14
at the IMTS Show as fellow panelist Rob McGreevy of Schneider
Electric listens. All images courtesy: CFE Media
Changing the mindset in manufacturing

is the first step toward transforming industry into a connected, data-driven and highly
productive enterprise.
That was one of the most common conclusions voiced by speakers at the 2016
Global Automation and Manufacturing
Summit (GAMS), part of the Industrial
Automation North America (IANA) pavilion at the 2016 IMTS Show in Chicago in
September.
The half-day event was presented by CFE
Media in conjunction with Hannover Fairs
USA and featured speakers from all aspects
of industry, consultancy and associations
interested in the growth of the Industrial
Internet of Things (IIoT). An overflow
crowd at Chicagos McCormick Place heard
speakers extol the value of IIoT and the need

for manufacturers to change to meet the
changing technology.
I think what we all need to do is step
back and look at what youve been doing
and look to change things, said Jack Nehlig,
president of Phoenix Contact USA and the
keynote speaker at the 2016 GAMS event.
Have some young people criticize what
youre doing and think about what you
could do. Institutional memory is a problem. I dont think we know what we dont
know. Once we get that mindset fixed, then
things will get a lot easier.
With the image of a human and robotic
hand on the screen, Nehlig said the image
portrays two of the keys to IIoTs successful
adoption. One is intimacy. Theres been a
wall from automation, and youre going to

have to get involved in that world, he said.
Two is trust. Thats what a handshake is.
Sooner or later youre going to have to trust
these machines.
Who will rule the clouds?
In the first general session, experts looked

at the increase in cloud computing and
the use of either open-architecture platforms or proprietary platforms such as
GEs Predix.
In either event, manufacturing will need
to move toward adoption of IIoT at some
point, said Dr. Shi-Wan Lin, co-chair of the
architectural task force for the Industrial
Internet Consortium (IIC) and chairman
and co-founder of Thingswise LLC.
Sal Spada (left) of ARC Advisory Group led the discussion around the
role of Big Data in maintenance with panelists (from left) Franz Griber
of Forcam, Aurelio Banda of Beckhoff USA and Chris LeBeau of ATS.
10 October 2016
PLANT ENGINEERING
Plant managers should be in the

drivers seat because they know what is
needed, said Lin. Pick some of those
simple problems and apply the idea to
the IIoT. Start early with some concrete
project that will help optimize plant production. Coordinate your plant operation
and increase the intelligence in the operation. This will take years, but everyones
going to need to start sooner or later.
We think theres a whole thing around
quality, said Rob McGreevy, vice president of operations, information and asset
management for Schneider Electric.
Theres new applications and low-cost
sensing. We think its actually going to be
a collapsing of the levels and a flattening
across the board. This will enable a range
of solutions with a range of different platforms built around the asset. Everything
will be built specifically to create an open
system.
Calling Predix a gated community, Rich

Carpenter, product general manager for GEs
automation and controls product platforms,
said changing the way manufacturing operates will mean greater speed in operations.
Just about every asset is digitally modeled
somewhere, he said. We want that culture
of try, fail fast, and learn. Speed is so important. How fast and how well you do something is so critical in todays environment.
Robotics: The rise of the machines
The second session focused on the

increased use of robotics and their integration into manufacturing. Its a process
that Control System Integrator Association (CSIA) CEO Jose Rivera sees happening already, fueled by the use of robots in
everyday life.
Theres a cross-pollination from residential to industrial, Rivera said. Youre
going to have robots that will be interfacing
with humans in a much deeper way. That

will help manufacturing on the plan floor.
Calculating that value for manufacturing will help plant management get buy-in
for the project, according to Rick Vanden
Boom, automated systems group manager
at Applied Manufacturing Technologies.
Companies want to automate, but most
often we find opportunities that address
harsh environments, ergonomic issues, and
the manufacturing environment, he said.
Theres also the consideration for labor,
Vanden Boom added. Companies have a
rough idea of what theyd like to do, but
they havent [been] through the process.
Working through ROI can let engineers
take the process forward to management.
Michael Lindley, vice president of business development and marketing for Concept Systems, said the changing nature of
robotics is tied directly into the growth in
computing available everywhere. Pro-
New trade events, new image for manufacturing cooperation

AMT, SME to partner on regional shows; Manufacturing USA an umbrella for research
Not all of the big news at IMTS 2016 was made in the exhibit halls.
Two important announcements were made at IMTS that will shape
future trade events and will impact the U.S. manufacturing initiatives.
The Association for Manufacturing Technology (AMT) and SME
announced a major partnership for a series of regional co-branded
trade shows focused on the manufacturing technology industry starting in 2017. AMT is the sponsoring organization for IMTS.
Our intention and goal is how do we ensure the best possible locations for the vendors to show the latest enhancements in technology
as well as for the visitors to have easy learning access, said AMT
president Doug Woods.
The collaboration encompasses five events:
Houstec: Feb. 28-Mar. 2, 2017, Houston
Eastec: May 16-18, 2017, West Springfield, Mass.
Westec: Sept. 12-14, 2017, Los Angeles
Southtec: Oct. 24-26, 2017, Greenville, S.C., and
Mfg4: May 8-10, 2018, Hartford, Conn.
The retooled events will feature a blend of education, applications
and technology innovation, particularly in the areas of digital manufacturing, automation, and the Industrial Internet of Things (IIoT). Also,
each event will feature a mix of topics and technologies that are of
specific interest to that region to give the individual event a specific
identity that still ties into the broader theme that AMT and SME hope
to achieve with this partnership.
Were not trying to create a mini-IMTS or different IMTS, Woods
said. Were trying to take the best of what SME has created and put
some of our input in the mix and replicate that feeling in these shows.
Our goal today is the same as it was when we first started, but the
manufacturing world has substantially changed, said SME CEO Jeff
Krause. We need to create a new generation that fulfill the needs of
the manufacturing industry.
Thats also the goal behind a rebranding of the network of manufacturing institutes started across the U.S. over the past four years.
U.S. Secretary of Commerce Penny Pritzker opened the IMTS Show
on Sept. 12 with the announcement that the National Network for
Manufacturing Innovation would be known as Manufacturing USA.
The move is designed to provide a new look and new approach to
the existing group of public-private partnerships that are developing
next-generation manufacturing strategies.
Manufacturing USA captures the geographic reach of a network
that spans our country and is positioned to benefit companies of all
sizes from coast to coast, said Pritzker. But more importantly, this
name embodies our vision for a unified American manufacturing
sector, where the brightest minds and the most innovative companies come together to develop the most cutting-edge technology in
the world.
Over the past four years, the Obama Administration has announced
nine manufacturing innovation institutes, with up to six more planned
by 2017. Among those already in place are the Digital Manufacturing
and Design Innovation Institute (DMDII) in Chicago, the Institute for
Advanced Composites Manufacturing in Knoxville, Tenn., and the
Clean Energy Smart Manufacturing Institute, based at Smart Manufacturing Leadership Coalition at UCLA in Los Angeles.
The institutes have partnered with more than 1,300 companies,
initiated 240 research and development projects, contributed to
workforce development with a variety of educational programs and
stimulated the growth of the regional ecosystem for manufacturing
innovation in their particular technology focus areas.
More than $600 million in federal funding has been matched by
more than $1.3 billion in nonfederal investment.
Compiled from CFE Media reports and industry press releases.
PLANT ENGINEERING
October 2016 11
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IN fOCUS
cessors have become very powerful and
efficient, Lindley said. Combine that
with 3-D and 2-D technologies and you
have something very special. With the
IIoT, there are a lot of customers asking
questions, wondering where (industry
is) going with it?
How maintenance and

Big Data can coexist
The final panel focused on one of the

most promising areas for manufacturing improvement through IIoTmaintenance. The potential to move from
predictive or preventive maintenance to
the concept of prescriptive maintenance
requires a significant philosophical as
well as technological shift.
The power of analytics and Big
Data is that you can analyze trends and
patterns, said Sal Spada, a member of
the discrete automation team at ARC
Advisory Group. Spada shared some of
the research data from ARC, including
a slide that said current machine utilization in the machine tool industry was
less than 45%.
The importance of improved maintenance was tied to better use of data, said
Franz Gruber, CEO of Forcam. Big Data
should be purpose-driven, Gruber said.
You always should take things with the
end in mind. When possible, you should
start with a fresh approach.
If you look at many companies, maintenance is not the key, Gruber added.
Aurelio Banda, CEO and president of
Beckhoff USA, had a similar perspective.
IIoT for us is an emerging strategy that
allows us to utilize standards and create
the ability for capturing data to keep the
plant up and running.
IIoT gives you more information
about what you should already know,
added Chris LeBeau, global director of
IT at Advanced Technology Services, Inc.
(ATS). He said the key questions to ask
are, How can do I that better, and will
this information allow me to do it better?
The 2016 Global Automation and
Manufacturing Summit was sponsored by Beckhoff, Forcam, Radwell,
Advanced Technology Services Inc.
(ATS) and SAP. PE
Chris Vavra contributed to this
report.
12 October 2016
plant engineering
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By Chris Vavra, CFE Media
The Industrial Internet of Things (IIoT) impact has been felt

in many industries and companies that produce pneumatics are
no exception. Jeremy King, product marketing manager at Bimba,
said that the company learned that what it meant for their company was an abundant amount of data in his presentation The
Future of Pneumatics: Smart Technology that Maximizes Uptime
with Predictive Intelligence and Condition-Based Monitoring, at
IMTS on Sept. 13.
Data is only part of the equation. None of us need more data,
King said, explaining that 80% of data collected isnt used. What we
need to do is create more insights into our systems and learn how
that can improve uptime and create more efficiency for our systems.
The type of data needed, however, depends on the user. The
machine designer, machine operator, and quality manager each
have different needs. And those insights, King said, need to be delivered in real-time to deliver real results. A constant influx of precise
and accurate performance-related insights can allow users to make
smarter decisions to ensure uptime and component performance.
Four real-time benefits
King highlighted four areas that will especially benefit from realtime insights:
1. Predictive prognostics. Up-to-date condition information
is designed to allow hardware to predict when something
is projected to fail.
2. Remote monitoring. A network of smart devices allows
users to collect data and monitor machinery remotely from
multiple locations.
3. Machine efficiency. With real-time data, users can identify
whether a component is achieving its desired performance
specification and make adjustments as needed.
4. Maximizing production. Users running machinery 24/7
or producing large batches can alert users to underperforming components, which enables proactive responses
for maximum uptime.
King discussed an example involving a company that makes
medicine bottle caps. The company uses real-time data to improve
machine efficiency to improve pneumatic cylinders, which had
a tendency to break down because of dust and gunk filling up
through consistent operation. They used a new lubricant and
added a rod wiper in the cylinder to reduce internal damage. The
pneumatic machine also received upgrades through the data with
higher flow exhaust mufflers as well as modifications to the stopper material. The latter portion, King said, is a work in progress,
but this is also part of gaining insights through real-time data.
Getting the right data to the right people is critical, King
said. Component manufacturers have the experts to turn data
into sights and component manufacturers are uniquely placed
to develop insights with their customers so they can make better
decisions. PE
plant engineering
October 2016 13
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IN fOCUS
Mobile CMMS connects
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Smartware Group
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Preventive maintenance is the industry

standard for digital maintenance management. However, once preventive
maintenance becomes the norm, plants
can enhance their operations by instituting maintenance as a company-wide
responsibility.
No department sits outside of maintenance needs as an enterprise goal. From
engineering to IT to supply chain, all
the way up to the C-suite, all employees
play an integral part in progressing work
orders and positioning proactive and preventive maintenance as a top company
priority.
A total productive maintenance (TPM)
strategy has many benefits for a company
such as increasing equipment readiness,
reducing costs and unplanned events and
optimizing existing resources such as
labor, capital and materials.
Increased participation in companywide maintenance efforts encourages
many personal payoffs as well. When all
employees see maintenance as a communal responsibility, companies can
improve moral and the quality of workmanship by helping all workers take pride
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In order to secure these benefits and institutionalize TPM from top to bottom,
companies must get their teams connected. A cloud-based maintenance solution
and native mobile app puts maintenance
in the pocket of every employee.
For example, a mobile app can empower operators to be part of the maintenance solution throughout a shift. If,
when using equipment to make a widget,
an operator notices grease leaking from
a machine, he or she can document the
mess, create a corresponding request
and submit the issue for approval in
real time using a smartphone or tablet.
Mobile apps give that operator the ability
to fulfill a maintenance plan within the
CMMS, after which the work order can
easily cascade to the necessary parties
14 October 2016
plant engineering
to ensure that maintenance is quickly

scheduled, executed and available for
reporting.
When giving a customer tour of a
facility, someone from the sales team can
become part of the maintenance process.
If a sales representative notices a machine
is out of order, he or she can trigger an
email alert with a maintenance request
submittal. This ensures that the appropriate workers can get involved sooner and
perhaps avoid potential safety incidents,
costly downtime, or similar issues.
Mobile CMMS apps allow companies
to create specialized user profiles, which
helps employees across multiple departments to have access to only the information and capabilities they need. Directors
or those within the C-suite can establish
any number of specialized users to keep
asset-related actions within one system.
Pairing specialized user profiles with a
CMMS employee directory helps companies simplify the login and credential
verification process for users.
As plants and warehouses embrace
mobile solutions, they will discover that
a company-wide interest in maintenance
improves equipment performance. An
intuitive mobile app, any employee can
assist in maintenance in real-time and
from anywhereeven when Internet
connectivity is scarce. This can add up
to a quick and strong return on investment for a maintenance solution.
As manufacturers invest in mobile
solutions, it is important to think beyond
capabilities and partner with CMMS providers equipped with an existing mobile
app strategy. Mobile can help propel
manufacturers into the future, but it takes
partnering with a top-notch CMMS provider to sustain and scale growth, both
at the individual and company level. PE
Paul Lachance is president of Smartware
Group, which produces Bigfoot CMMS.
Lachance has been developing and perfecting CMMS for the maintenance professional for more than 20 years. Contact
Paul at paul.lachance@bigfootcmms.com.
Smartware Group is a CFE Media content
partner.
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today.
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have implemented regular safety meetings, safety audits, and a
safety committee in order to enforce a safe work environment.
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research
2016 SAFETY STUDY
Six plant safety findings
espondents to the Plant Engineering 2016 Safety Study identified six high-level findings
impacting the manufacturing
industries today:
1. Commitment to safety: More than
two-thirds of senior management

and operations personnel are very
committed to safety in their facilities,
followed by line supervisors (55%)
and line workers (48%).
2. Work group safety: The work
groups that feel the safest in their

daily tasks are plant management/
corporate executives (74%), safety
executives/managers (70%), and
engineering (61%).
3. Safety programs: Ninety-seven
percent of respondents believe their

employees feel safe on the job, and
83% have observed an increase in
productivity over time due to the
implementation of a safety program.
The costs of injuries and insurance
claims have also decreased since following a safety program.
4. Enforcement: More than 70% of
facilities hold regular safety meetings, perform safety audits, and

have established a safety committee
in order to enforce safety methods.
Another 69% have implemented job
safety analysis procedures.
5. Safety meetings: The majority
of safety meetings are held on a

monthly basis, and the most active
contributors are safety executives/
managers (67%), plant management/
corporate executives (66%), line
workers (63%), operations (61%),
and maintenance personnel (60%).
6. Safety strategies, technologies: The
top strategies or technologies that

facilities use to enforce safety include
personal protective equipment
(86%), lockout/tagout procedures
(78%), job safety analysis (69%), and
internal safety audits (68%).
View more information at

Amanda Pelliccione is research
director at CFE Media.
Three-quarters of facilities measure their safety success by their number of accident reports and
near-miss events, while 68% compare their OSHA recordables/time-lost accidents, and 43%
observe lower workers compensation costs. Image courtesy: Plant Engineering
Aging equipment remains the leading cause of unscheduled downtime in

manufacturing facilities. Source: Plant
Engineering 2016 Maintenance Study
31%
of facilities are aiming
to reduce energy usage by more
than 10% this year. Source:
Plant Engineering 2016 Energy
Management Study.
$12,599:
Average nonsalary compensation received by

plant personnel in 2015. Source:
Plant Engineering 2015 Salary
Survey.
65% of facilities are chal-
lenged with their employees not

recognizing safety as a priority.
Source: Plant Engineering 2016
Safety Study.
MORE RESEARCH
Plant Engineering surveys its audience on several topics each year,
including: salary survey, maintenance, energy management, safety,
and workforce development. All
reports are available at
www.plantengineering.com/research.
PLANT ENGINEERING
October 2016 17
Motor analysis
without the
downtime
APPLICATION NOTE
Why you should add

motor analysis to your
maintenance routine
Four keys to understanding
motor efficiency, and causes
for failures
Electric motors transfer electrical power to

mechanical rotational forces that are the muscle
of the industrial world. Measuring and analyzing those forcesmechanical power, torque and
speedas well as power quality characteristics are important to assessing performance of
rotating equipment. These measurements can
not only help predict failure and thus help avert
downtime, they can also help quickly determine
whether additional inspections, such as vibration
testing, shaft alignment analysis or insulation
testing, are needed to corroborate the findings.
Traditionally, obtaining accurate motor analysis
data required costly equipment shutdowns to
allow for the installation of mechanical sensors.
Not only can it be extremely difficult (and sometimes impossible) to properly install mechanical
sensors, the sensors themselves are often cost
prohibitive and introduce variables that decrease
overall system efficiency.
Modern motor analysis tools make it easier than
ever to troubleshoot direct on-line electric motors
by significantly simplifying the process and
reducing the number of components and tools
necessary to make critical maintenance decisions.
For instance, the new Fluke 438-II Power Quality and Motor Analyzer enables technicians to
discover electrical and mechanical performance
of electric motors, and evaluate power quality by
measuring the three-phase input to the motor,
without mechanical sensors.
Troubleshoot direct-on-line motors

while in service, without mechanical
sensorsso you dont sacrifice uptime.
New technology is available that can obtain accurate motor analysis
informationmechanical power, torque and speedthat can help
predict failures and help avert unplanned downtime.
Download the free app note, Why you should add motor analysis
to your maintenance routine, to learn the 4 keys to understanding
motor efficiency and causes for failure.
Download the FREE application note at

fluke.com/motoranalysis
Discover how the new Fluke 438-II Power Quality and Motor
Analyzer can play a key role in maintenance programs.
Fluke. Keeping your world

up and running.
2016 Fluke Corporation. 6007977a-en
COVERSTORY
Safety, every day

for 18 years
A South Carolina manufacturer hasnt had a lost-time incident since 1998.
By Bob Vavra
Content Manager, Plant Engineering
At Baldors Belton, S.C.,

manufacturing plant (above)
signed the banner (right)
celebrating 18 years without
a lost-time accident. It is
one of many safety banners, all signed by employees, which hang in the main
manufacturing area. Images
courtesy: Baldor
oday is another safe day at Baldors Belton, S.C., manufacturing plant. Like the day before it
or the day that will follow, the
first focus for all 130 employees
throughout the plant is safety. It
is safety that has driven the plants growth
over the past decade, and it permeates the
culture in Belton.
It has been safe at Belton, day after day,
year after year for the past 18 years. The
plant is approaching 5 million hours without a lost lost-time accident, and this milestone, like the others that have preceded
it over nearly two decades, is celebrated
with a banner hanging in the plant. These

banners carry the signatures of the plant
employees responsible for continuing this
remarkable streak.
The banners remind the Belton employees
of what has been achieved. It is Paul Beaumonts job to remind them of the challenges
each day to remain safe. You have to keep a
sense of urgency, said Beaumont, the safety
manager at Baldors Belton plant. You have
to keep everybody focused. The minute you
back off, youre going to have a problem.
Complacency is the battle.
Beaumont said he has two goals. One is to
keep Beltons streak intact. The other? Id
like to work myself
out of a job in five
years, he said.
People before
statistics
OSHAs 1904.7(a)
standard is clear :
You must consider
an injury or illness
to meet the general
recording criteria,
and therefore to be
PLANT ENGINEERING
October 2016 19
COVERSTORY
The use of robotics is an

important part of the manufacturing process at the Belton plant, and the process
is managed to maximize
production while minimizing
risk. Image courtesy: CFE
Media
20 October 2016
recordable, if it results in any of the following: death, days away from work, restricted
work or transfer to another job, medical
treatment beyond first aid, or loss of consciousness.
In 2014, the last year for which OSHA
statistics are available, there were roughly
3 million lost-time accidents reported from
private-industr y businesses. The rate of
3.2 lost-time accidents per 100 workers
actually is down 0.1 from the figures in
2015. OSHA will report the 2015 data later
in 2016.
The rate for manufacturing is slightly
higher, with 4.0 lost-time accidents per 100
employees reported in 2014. Only state and
local government (5.0 per 100) and education and health care (4.2 per 100) were
higher. And in manufacturing plants the
size of Baldors Belton facility, with between
50 and 249 employees, the lost-time rate is
PLANT ENGINEERING
4.8 per 100 employees, the highest in any

of the manufacturing categories.
The numbers tell one story about safety
in manufacturing, but at Belton, the story
is more personal. Everything is about the
team. Its the team above the individual,
Beaumont said. Its safety firstalways.
In this organization, its safety, then quality, then the customer, and then the financials. Theres a sense of urgency to improve
everything.
Any safety program weve got out there,
were continually trying to improve on,
Beaumont added. If they see something,
theyre going to say something. We try to
make sure nobody gets offended, but they
are going to say something to you.
The focus isnt just about what might be
unsafe at any given moment but also a continuing look at how safety is executed, every
day. One thing that helps in our safety culwww.plantengineering.com
ture is that we over-communicate, said Beaumont. We

do a safety message in every
meeting, and we do general
safety awareness in ever y
shift. There is real employee
ownership.
Belton also takes time to
celebrate its safety milestones, l arge and sma l l.
While there are more than
a dozen banners hanging
in the plant, there are other
ways that Beltons management shows its appreciation
to the employees. There are
safety breakfasts, ice cream
days and donut days that
help feed the enthusiasm for
safety. The safety team also
extends that safety message
to the community in Belton,
a town of about 7,000 residents near the Greenville,
S.C., metroplex.
Safe manufacturing pays off
Baldor built a 125,000-sq-ft

facility in Belton in 1995,
then expanded the facility in 2014 to more than
157,000-sq-ft. The plant
manufactures right angle
worm gearboxes under the
Tigear brand as well as inline helical, right-angle
helical bevel and motorized shaft mount
gearboxes under the Quantis brand. The
plant also added a customized reducer
gearbox process, called Build On Demand.
The plant ships about 1,110,000 gearboxes
annually, an impressive total given there
are 10,000 active parts for the Tigear product line and 4 million active parts for the
Quantis line.
We havent seen the ups and downs.
Weve just been steady, said Belton plant
manager Michael Ross. Weve brought in
a lot of machining capabilities, and weve
brought some manufacturing back into the
U.S. from Mexico. The plant operates four
10-hour shifts Monday through Thursday
and three 12-hour shifts on the weekend
to meet demand.
The plants 2014 expansion allowed more
in-house machining, and Belton added a
number of machining cells to improve qualwww.plantengineering.com
The plant also has

invested in new manufacturing processes,
including a paint station. Image courtesy:
CFE Media
ity and better manage

its internal supply. Its
housings and hollow
shafts, for example, are
now machined onsite
and have reduced costs
while bringing quality
control into the plant.
Ross also looks for
continuous improvement in b ot h s afety
an d op e r at i ons . He
attends me et ings of
t h e S out h C arol i n a
Up s t at e L e a n A l l i ance, a gathering of
noncompeting companies who benchmark b est prac t ices
against one another.
The plant already operates with a Lean
FlexFlow philosophy integrated with Six
Sigma to reduce downtime and improve
quality production. The plant was certi-
How safe is your

plant? Let us know
The safety record at Baldors Belton, S.C., manufacturing plant is
impressive: 18 years without a lost-time accident. Its a great example of the value of safety in manufacturing.
But its not the only example.
If your manufacturing plant has an impressive safety record or an
experience where safety has been a driver of operational and business improvement, share those examples with Plant Engineering.
Well collect the best of these safety testimonials and publish them as
part of our Top Plant issue in December.
Send an email discussing your plant safety initiatives, and a picture
of your plant or safety team, to Plant Engineering content manager
Bob Vavra, at bvavra@cfemedia.com. Well publish as many of these
safety examples as possible in December.
PLANT ENGINEERING
October 2016 21
COVERSTORY
You have to keep everybody focused. The minute you
back off, youre going to have a problem. Complacency
is the battle.
Paul Beaumont, Baldor safety manager in Belton, S.C.
safety observation tours twice monthly. This

allows employees to voice issues directly
with managers, including those they might
not interact with on an ongoing basis.
When we are asked how we maintain our
safety culture, Im quick to point out that
our team has a strong sense of pride in the
work we do, and each person has accepted personal responsibility for safety, he
added. Part of that responsibility includes
one unique plant safety requirement: cell
phones are not permitted on the plant floor.
Enthusiasm for safety
Image courtesy: CFE Media
22 October 2016
fied to the ISO 9001 quality standard in

1992.
The safety culture predates the arrival
of Ross and Beaumont at the Belton plant.
The people who have gone before us did
a great job, said Ross. The emphasis on
overall safety at Baldor dates back to an
event one Oct. 7 in which there was a serious safety accident in another plant. After
that, 10-7 became a recognizable safety
marker at Baldor.
The idea of 10-7 was driven very hard
from above, said Ross. Every plant was
shut down for a while on one day to have
everyone talk about safety. Its part of the
culture now.
But far from being a reactive process,
Beltons safety plan is aggressive, including programs such as a hazard recognition
process. Facility managers also perform
PLANT ENGINEERING
You wont find a more enthusiastic advocate

for plant safety than Beaumont. He said his
primary challenge is to communicate and
maintain the enthusiasm throughout the
rest of the employees in Belton, even if the
training topics remain largely the same.
Youve got to change it up as much as
possible to keep it fresh, Beaumont said.
Youre training on same topic, but its different material. Otherwise things get stale,
and no one is going to listen.
Despite 18 years without a lost-time accident, it doesnt mean there still are not safety
issues. For example, there was an employee
who suffered a hand laceration in June,
breaking a streak of 13 months without an
OSHA recordable incident. Its the third time
the plant has gone more than a year without
an OSHA recordable.
The plant focuses on four different topics
every yearthis year, its machine guarding,
ergonomics, contractor safety and cranes and
hoists. Its an overall safety goal to have every
employeenot just plant floor personnel,
but also office staffto complete the OSHA
10-hour safety training program.
The more eyes you have looking at each
issue, each problem, the better off you will
be, said Beaumont. Theres not a proprietary
sense of ownership of safety for each department. Everyone works well as a team. PE
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COVERSTORY
A safe investment
A corporate commitment to employee safety boosts productivity and profits.
By John Peabody
Omron STI
here doesnt seem to be much disagreement in todays workplace

that safety is good business, but
there is certainly plenty of disparity
about how much it costs to implement a workable safety solution:
Production doesnt want to spend money
unless they can see an increase in productivity.
Maintenance wants to lower its down
time.
Human resources wants to ensure that
any investment in securing and training
people pays off with lower turnover.
When all is said and done, not many of
them think pouring more money into safety
will result in meeting these needs or achieving their goals. The truth, however, is that
investing in safety is a key element in meeting
all of those needs and more.
Properly configured safety programs are
not only a good investment, but rigorous ROI
evaluations indicate that it is one of the best
investments a company can make, yielding
improvements in productivity, lowering maintenance costs (and fewer maintenance-related
injuries), and improving employee retention.
Many know of the 1987 speech by Paul
ONeill, the then newly minted CEO of
Alcoa. I want to talk to you about worker

safety, he began. At this time Alcoa was
struggling, and investors were nervous. By
addressing the issue of worker safety, Alcoa
dropped from 1.86 injury lost work days (per
100 workers) to 0.2. By 2012, the rate had
fallen to 0.125. More importantly, perhaps,
is that one year later the companys profits
had hit a record high. When ONeill retired
13 years later, Alcoas annual net income was
five times higher than when he started.
There is no question that reducing the
number of lost work day accidents leads to
significant improvements in productivity.
When that accident is machine-related, the
costs to productivity are staggering.
Lets look at one of the most conservative
examples of an accidents costs, based on the
tool from OSHA: $afety Pays.
First, we must select the type of accident
involved. Some of the choices include: amputation, crushing or laceration. If we select
crushing, which is one type of typical injury
caused by an unguarded machine, the OSHA
tool estimates that the direct cost of this kind
of injury will be $56,557. The data from the
National Council on Compensation Insurance Inc. (NCCI) reflects the average cost of
lost time workers compensation insurance
claims derived from unit statistical reports submitted to NCCI for
policy years 2009 to 2011.
The total cost of injuries
Direct cost is only one element

of the total cost of the injury. In
our example, the OSHA tool estimates that there is another $62,212
attributed to indirect costs. The
indirect cost estimates provided
in this program are based on a
study conducted by the Stanford
University Department of Civil
The cost/benefit ratio of investments
in safety always shows that safety is
a profitable investment. Image courtesy: Omron
PLANT ENGINEERING
October 2016 25
COVERSTORY
Engineering. These indirect costs covered
in this estimate include:
Any wages paid to injured workers for
absences not covered by workers compensation;
The wage costs related to time lost
through work stoppage associated with
the worker injury;
The overtime costs necessitated by the
injury;
Administrative time spent by supervisors, safety personnel and clerical workers after an injury;
Training costs for a replacement worker;
Lost productivity related to work
rescheduling, new employee learning
curves and accommodation of injured
employees; and
Clean-up, repair and replacement costs
of damaged material, machinery and
property.
The total cost associated with this one
injury incident is $118,769, and this estimate
does not include other related costs such as:
OSHA fines ($124,709 for a willful violation) and any associated legal action
Third-party liability and legal costs
Four questions to help ensure a positive

return on your safety investment:
1. Have machines, production equipment and operations been
assessed for compliance by a qualified assessor?
2. Have risk reduction measures been implemented?

3. Have the risk reduction measures been implemented correctly and
verified by a qualified or certified safety engineer?
4. Is there a periodic audit program in place to inspect and ensure

equipment safeguards are in place, used correctly and updated as
needed?
If you answered yes to all four questions, you are in good shape!
26 October 2016
PLANT ENGINEERING
Worker pain and suffering

Loss of good will from bad publicity.
The OSHA tool goes on to estimate the
amount of increased sales a company has to
generate to cover these costs. At an OSHAsuggested nominal 3% profit margin, it takes
$3,958,966 in additional sales to fully pay for
the cost of this single accident. It stands to
reason that an investment in ensuring that
this accident does not occur could translate
to recapturing that $118,000 as profit vs. cost.
So does every investment in safety yield a
profitable return? Maybe not. In a 2001 study
of 86 small manufacturing firms by Michelle
Kaminski, investment in increased training
hours were negatively related to injury rate,
but a study published the same year by William Bunn, et al, found that a comprehensive
corporate wellness effort had a significant
impact and reduced direct health care costs
and improved productivity.
The findings of a 2008 research paper
by Tushyati Maudgalya, Ash Genaidy and
Richard Shell titled, Productivityqualitycostssafety: A sustained approach to
competitive advantagea systematic review
of the National Safety Councils case studies
in safety and productivity, supported the
relationship between strong safety initiatives
and productivity.
Their review and report on 17 case studies, which were published by the National
Safety Council (NSC), found that following
workplace safety initiatives resulted in an
average increase of 66% (2% to 104%) in
productivity, and 82% (52% to 100%) in
safety records, and 71% (38% to 100%) in
cost benefits. In a few reported cases, it
took only eight months to obtain a payback in terms of monetary investment in
the safety initiative. While not conclusive, there is demonstrable evidence to
indicate that safety as a business objective can assist an organization in achieving the long-term benefit of operational
sustainability.
When reviewing the literature about
workplace safety initiatives and proactivity, there is almost always a reference
to improved worker retention. However,
it is difficult to nail down just how much
of an impact this may have in the evaluation of how safety really contributes to the
profitability of an organization. Statistics
gathered by the Oklahoma Department of
Worker performing set up on a properly guarded press brake. Image courtesy:

Omron STI
Labor for the U.S. Bureau of Labor Statistics

show that employees with less than one year
of service are twice as likely to be injured
at work than employees with more than five
years of service with the same employer.
These statistics suggest a direct causal link
between workplace injuries and the amount
of time an employee has worked for the same
employer.
Other calculations
It does stand to reason that a person injured

on the job and unable to work requires a
replacement, and while that replacement
may not necessarily result in a new hire,
it has been estimated that a replacement
machine operator, for example, results in up
to 30% loss in productivity, while requiring
additional training expense, etc. Various
industry calculators show that the replacement of a worker (regardless of the reason
for the replacement) ranges from an additional 30% to 40% above their actual salary.
The challenge in truly understanding the
benefit of investing in safety as a solid business decision really rests in understanding
the real cost of an accident. The National
Safety Council and the Centers for Disease
Control and Prevention (CDC) have developed models that attempt to estimate the
costs, but these different models can vary
greatly. For example, CDCs estimate shows
a fatal injury carries an average cost of about
$991,027. This average includes only hospital costs. In contrast, the NSC model puts
the average fatalitys cost to society at $1.42
million.
These figures, although high, are likely to

be lower than the actual cost of a single death
because both models reflect only direct costs.
Direct costs include workers compensation,
medical expenses, civil liability or litigation
costs and property losses.
Indirect costs can be much more expensive:
For every dollar in direct costs, indirect costs
could be as much as $2.12, according to NSC,
although in the OSHA model the ratio is closer
to 1:1. As discussed, indirect costs include
workplace disruptions, loss of productivity,
worker replacement, training, increased insurance premiums and attorney fees.
Using this math, a single fatal workplace
injury goes from costing an average of $1.42
million to costing $4 million on average.
Whether the ratio is 1:1 or 17:1, the cost
savings from safety are real. The prevention
of a single accident, no less a fatality, can
have a major impact on a companys bottom
line and over time a
significant impact on
the overall business
health of the organization as a whole. PE
John Peabody is
major account manager for Omron STI.
OSHAs calculation of the total cost of a fatal workplace accident. Image courtesy: Omron; data from
OSHA
plant engineering
October 2016 27
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ELECTRICALSOLUTIONS
Figure 1: Over time, electrical equipment can break

down for several reasons. One is mechanical failure.
Another is the environmental conditions of the site.
Human error also can play a factor. All images courtesy: Schneider Electric
Equipment reliability doesnt

equal system reliability
The future of your electrical systems health rests in maintenance.
By Charles Alvis
Schneider Electric
he reliability of power systems varies greatly from site to site and from
business to business. Operations
teams work with dissimilar quantities and qualities of electrical equipment,
support different mission critical processes,
and pursue diverse maintenance strategies.
Nevertheless, it is prudent to take into
account the specific power issues of a site
and determine how reliable the system is
and how reliable it needs to be.
When determining system reliability, it is

important to not confuse the reliability of
individual electrical components with the
reliability of the electrical system as a whole.
Overall system reliability is only as good as
its weakest link. Operations personnel can
easily be misled if they focus on the reliability statistics of individual components.
This false sense of security increases the risk
of unplanned downtime.
Consider the following examples:
PLANT ENGINEERING
October 2016 29
eLeCTRICALSOLUTIONS
Figure 2: Overall system reliability is only

as good as its weakest link. Operations personnel can easily be misled if they focus on
the reliability statistics of individual components.
Assume a simple electrical system configuration consisting of a transformer

that is 90% reliable and switchgear that
is 90% reliable. The reliability of this mini
system is actually 81% (0.9 x 0.9).
Or assume a system consisting of a transformer at 90% reliability, switchgear that
is 90% reliable and a distribution panel
at 90% reliability. This systems reliability
is only 73%.
Or, even more alarming, a transformer at
90%, switchgear at 70% and a distribution
panel at 70%. Such a system would equate
to 44% reliability.
Why is the system reliability always significantly lower than the individual component
reliability?
Reliability is a property of an electrical
power system that describes the likelihood
that the system will operate or perform as
When determining system
reliability, it is important to
not confuse the reliability of

individual electrical components with the reliability of
the electrical system as a
whole. Overall system reliability is only as good as its
weakest link.
30 October 2016 plant engineering
designed, constructed and intended. Reliability is determined from the combination

of failure rates of individual components
and the conguration of the power system
to which they are applied.
The notion of reliability is more of a
mathematical probability than an actual
physical condition. Electrical reliability
is measured by its trouble-free time. For
example, if a piece of equipment is designed
and intended to continuously operate X
years and it does, it is 100% reliable to X
years. After that point in time, if there is
an occasional breakdown, the reliability
beyond the stated time is less than 100%.
Lowered reliability, especially in the
realm of electrical systems, increases the
risk of both employee safety and of downtime-related lost business productivity.
Therefore, it is prudent to build reliability
enhancement investments into the annual
operational expense (OPEX) budget. Such
a budgetary line item should include three
essential elements: electrical infrastructure
assessment (evaluating the state of affairs),
recalibration of maintenance strategy (last
years strategy may not be relevant to this
years requirements) and upgrade of low
reliability or aging/obsolete assets (upgrading equipment that may be on the verge of
failing).
Power assessment of existing

infrastructure
Facility managers may be unaware of the

current reliability state of their electrical
power sub-systems unless maintenance
and test inventory data on all equipment is
complete and readily available throughout
the equipments service life.
If documentation is unavailable or outdated, management may consider having
a power system assessment performed by
a professional engineer. This assessment
determines the present state of electrical
system, its associated equipment, its functionality and its reliability relative to the
present needs of a facilitys functions and
operations.
The assessment should be performed by a

registered professional engineer with in-depth
experience surrounding the design, operation,
maintenance, safety and reliability of ac and
dc power systems and equipment. During an
assessment, a facilitys risk is determined by
a combination of the following four factors:
1. The impact of a power event on critical
business processes
2. The safety hazard threat to electrical

workers
3. The probability of a power event occurring
4. The ability of the organization (or supporting vendors or partners) to quickly

correct the negative effects of the power
event.
Re-examination of the
maintenance strategy
Over time, electrical equipment can break

down for several reasons. One is mechanical failure. Another is the environmental conditions of the site. Human error
also plays a factor (the less humans have
to touch the equipment, the better). But
in deciding on how to formulate an upto-date maintenance strategy, how much
maintenance is enough? And what type of
maintenance should be performed?
Look for the optimal blend of maintenance strategies that meet reliability
and availability requirements at the lowest cost. Here are some of the common
options:
Reactive maintenance
In a reactive or corrective-based maintenance approach support is only brought

in to address an unanticipated problem or
emergency. If a component breaks down,
a technician is called in to service it. This
approach is not advisable for any components that are linked in any way to critical
systems and is the most expensive of all
maintenance strategies.
Figure 3: A facilitys risk is

determined by a combination of four factors: Impact
of a power event on critical
business processes, the
safety hazard threat to
electrical workers, the probability of a power event
occurring, and the ability of
the organization to quickly
correct the negative effects
of the power event.
Proactive maintenance
Preventive or scheduled maintenance

is a ver y common proactive maintenance method. This type of maintenance
approach is characterized by routinely performed maintenance (regardless of the
equipments condition). In some cases,
maintenance may be unnecessary but is
nevertheless performed on a regular time
schedule. Preventive maintenance is a less
expensive option than reactive maintenance but more costly than predictive
maintenance.
Predictive or condition-based maintenance is another proactive maintenance
approach that is scheduled. But that schedule is not based not on time inter vals.
Instead, the results of diagnostic evaluation drive the maintenance. Elements such
as equipment age, environmental stresses,
plant engineering
October 2016 31
eLeCTRICALSOLUTIONS
criticality of equipment and utilization
are the determining factors.
These maintenance strategies, however, are often associated with maintenance of individual components.
As we have seen, system reliability
is more important than component
reliability.
Reliability-centered maintenance
This brings us to the most advanced

approach to maintenance: reliabilitycentered maintenance (RCM). Properly designed and executed, RCM
takes a systems view as opposed to an
equipment or a component view. This
approach prioritizes the maintenance
expense on critical vs. noncritical

functions and integrates preventive
maintenance, predictive testing and
inspection and run-to-fail maintenance strategies to meet business
objectives.
An ongoing process, RCM gathers
performance data to improve equipment design and enables management
to make more informed future maintenance decisions.
Take a pragmatic approach
A common rule of thumb for electrical

infrastructure equipment is to consider
upgrading if the equipment in question is over 15 years old. For equipment under 15 years old, select the most
appropriate maintenance approach.
However upgrade planning should
not be random. Shutdowns should be
avoided if possible, and the upgrade plan
should be developed around equipment
performance data. Are the components
in question supporting critical or noncritical functions? If critical, the reliability and integrity of that equipment
should be preserved at all costs.
Often, equipment upgrades are a
cost-effective alternative to purchasing new equipment. In the case of
low- and medium-voltage switchgear,
aging or obsolete circuit breakers can
be directly replaced with new circuit
breakers, leaving the existing switchgear structure and footprint intact. The
new direct replacement circuit breakers are designed to fit into the existing
cubicle with little to no downtime since
there is minimal (if any) outage to the
equipment bus.
Another switchgear upgrade option,
a retrofill solution, involves modification of the internal circuit breaker cell to
accept the new circuit breaker. In these
cases, a bus outage is required for the
modifications to take place. The retrofill approach is often used in lieu of the
direct replacement option for larger
devices, such as main circuit breakers
and tie circuit breakers.
In both cases, the line-up is brought
to current technology utilizing OPEX
funds. PE
Charle Alvis is a marketing manager
for Schneider Electric.
32 October 2016
plant engineering
Three tips for worker arc flash safety

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Plant Engineering
April
2016
are worn
is critical
to their safety.
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7.5
Working with electricity
canIsland:
be risky 4.5 xDetermining
the areas in a facility where
By David Manney, L&S Electric
business, but it doesnt need to put you in

harms way. Companies need to make sure
their staff knows how to work with high
voltage in case an arc flash incident occurs.
Risks can be minimized or eliminated if
companies and workers abide by the necessary safety measures.
Although there are many ways in which
electricity is harmful, never underestimate
the possibility for arc flash. When one
occurs, electric current is not traveling
along its intended path. It moves to ground
either through the air or from one conductor to another.
An arc flash happens very quickly and
the possibility of human injury is very real.
The temperatures can be three times hotter
than the surface of the sun. The noise from
an arc flash event is as loud as a shotgun.
Theres also the danger of flying metal
shrapnel and fall hazards for workers above
ground level.
Some causes are traced to human error.
Some of the more common problems that
may lead to this problem include corrosion, dropped tools, equipment failure, or
dust. Reducing the possibility and limiting
the associated injuries require planning
and strict adherence to rules established by
OSHA.
Here are three basic arc flash safety tips:
1. Identify employees in an arc flash
area: If anyone is working in an area
where arc flash is a possibility, they should
understand the dangers and be aware of
what steps should be taken to avoid the
problem.
2. Arc flash survey: Companies should
understand the potential locations for an
arc flash event at a facility. Companies need
to know how much heat energy is possible
in the area. An arc flash survey accomplishes this. The company then needs to take
appropriate steps to ensure that enough
protection is available in that area.
3. Personal protective equipment
(PPE): When working in a zone where
arc flash is possible, protective clothing
and other protective equipment should be
provided for the employee. It should be at
or above the level of the possible arc flash
that could occur. Providing employees PPE
plant engineering
October 2016 33
it might occur and taking the necessary

steps to protect employees provides a safer
working environment for everyone. PE
David Manney is a marketing administrator at L&S Electric. This article originally appeared on L&S Electric Watts
New Blog. L&S Electric Inc. is a CFE
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MAINTENANCE STRATEGIES
Strategic maintenance means understanding all the parts of your plant,

understand what needs attention and when, how to make sure you
take the machine down for maintenance on YOUR time, rather than
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ELECTRICALSOLUTIONS
Figure 1: For sense
input to the arc flash
relay, contractors
installed four point
sensors in strategic
locations as shown in
the center and two fiber
optic sensors, covering the entire top level
cable tray. All images
courtesy: Littelfuse
How an arc flash

relay reduces costs
Wire manufacturer finds a way to eliminate hazard and control labor spending.
By Bryan Waldrop
Conaway Electrical Service
onaway Electrical Service,

Lagrange, Ga., conducted an arc
flash study for a major manufacturer
in the southeastern United States;
its engineering team knew that there were
areas in the plant where electrical arcflash safety was a concern. The best way
to resolve those concerns was not immediately apparent.
Conaways customer manufactures electrical wire and cable ranging from data
cables to heavy power conductors used in

buildings, mining and general industrial
applications. Much of the plants electrical
distribution equipment is housed in electrical houses (e-houses).
One of those e-houses is a 20-ft-long
trailer mounted up a flight of stairs on a
mezzanine. It is filled with breakers, PLC
panels and had a an arc flash hazard rating of Category 3, which corresponds to
an incident energy of 8 to 25 cal/cm 2. The
PLANT ENGINEERING
October 2016 35
eLeCTRICALSOLUTIONS
Figure 2: The electrical contractor installed a PGR-8800
Arc Flash Relay in an enclosure mounted to the outside
wall of the e-house on the
mezzanine, near one of the
entrances. On the front of the
enclosure they installed a pair
of lights that indicate the status of the arc flash relay (on or
tripped).
Category 3 rating requires anyone working

inside it to wear personal protective equipment (PPE) consisting of safety glasses or
goggles, hearing protection, hard hat, cotton underwear, fire-resistant (FR) shirt and
pants, FR coveralls (in addition to FR shirt
and pants), arc flash hood, leather gloves
and leather shoes.
Wearing this level of PPE was a real burden in terms of time and money for the
manufacturer and its employees. The PPE
was time-consuming to put on and take off,
uncomfortable and confining.
The manufacturer had arc flash labels in
place and had the proper PPE on hand, but
it looked for a way to reduce the Category
3 hazard rating. On three other e-houses
the company had paid Conaway to install
a new circuit breaker between the e-house
and the four breakers in question. Because of
tight working spaces and large cumbersome
existing wires, the labor cost was high. Each
installation, including circuit breakers and
36 October 2016 plant engineering
parts, cost roughly $60,000. In

addition, the reduction in arc
flash hazard was insufficient.
T h e pl ant e ng i n e e r i ng
team learned about arc flash
relays from its electrical distributor, Mayer Electric, who
suggested that an arc flash
relay might provide a solution. This relay uses light
sensors to detect the light of
a developing arc flash and
sends a signal in less than
one millisecond to open the
upstre am p ower bre aker.
By interrupting the power
quickly, it dramatically limits the amount of incident
energy, preventing a small
arc from growing into a dangerous and destructive event.
Representatives of Littelfuse, which
manufactured the relay, demonstrated the
arc flash relay. After Conaway approved
the solution from a technical standpoint,
Conaway was chosen to handle the project.
Technicians installed the arc flash relay in
an enclosure mounted to the outside wall
of an e-house (see Figure 2), near one of the
entrances. Figure 3 shows the installation.
On the f ront of the enclosure they
installed a pair of lights that indicate the
status of the arc flash relay (on or tripped).
They also put in a small box with duplicate
indicators next to the other entrance of the
e-house, as shown in Figure 4. The idea was
that workers would be able to see, before
they entered the e-house, if the relay protection was not working. The relay had the
ability to communicate via Modbus.
For sense input to the relay, they installed
four point-light sensors in strategic locations (as shown in the center of Figure 1)
and two fiber-optic light sensors, covering
Figure 3: Interior of
the arc flash relay
enclosure.
the entire top level

cable tray.
Because there were
four lines feeding the
e-house, it would be
necessary for the arc
f l ash rel ay to t r ip
four breakers simultaneously, which was
initially a concern.
L ittelf us e applic ation engineers Cory
Anderson and Alex
Kalinski worked
through the calculations on the given
circuit breakers;
they found that the
trip coils on the four
breakers drew less than 200 mA, which
combined were well below the 5.75-
amp output trip current available from

the arc flash relay, and they approved
the installation. As expected, all four

tripped during tests with no issues.
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eLeCTRICALSOLUTIONS
Figure 4: A small box mounted near the other entrance

duplicates the lights on the arc flash relay enclosure front
panel.
Results
The relay instantaneously tripped the circuit breakers

on each and every test. Installing the arc-flash relay
saved $30,000 on this installation, about half the cost of
the previous attempt, and the company acknowledges
that it is a better solution than what they had tried in
the past.
The interior of the e-house now officially has no arc
flash hazard. Under last years classification system it
would have been rated as a hazard risk Category 0, but
that category has been eliminated as superfluous. No
hazard now simply means no hazard, and workers no
longer need to don PPE before they enter the e-house.
There are nine other e-houses in this plant, and there
are 20 or more other plants around the country ; the
people involved in this project hope to be able to expand
it to cover all those other e-houses, improving worker
safety and protecting uptime. PE
Bryan Waldrop is director of field operations for Conaway
Electrical Service.
38 October 2016
plant engineering
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MECHANICALSOLUTIONS
The high cost of low-grade lubricants
Compressors life blood an important but sometimes overlooked component.
By David Gonzalez
Ingersoll Rand
s with anything with moving parts,

from our knee and elbow joints to
bearings in wheel assemblies, lubrication helps equipment operate
smoothly and last longer. The performance
of industrial machinery, such as compressors, depends largely on the reliability of its
moving parts. A critical factor in achieving
a highly reliable and long lasting compressor is proper lubrication.
Todays newer compressors use synthetic
lubricants, such as diesters, polyglycols,
polyalphaolefins (PAO), polyol esters, and
silicon-based fluids to run efficiently, stay
cool and extend product life. These newer
lubricants are capable of handling wide
temperature ranges and high flash points.
Whatever lubricant you choose for your
compressors should be well matched with
the application and your airends moving
parts and compressors seals.
Lubrication keeps compressors moving
Fluid acts as a lubricant for the compressors meshing rotors, roller and plain bearings, as well as a sealant and coolant. Rotary
screw air compressors use a fixed volume
of air that when compressed, increases
in temperature, along with the increased
pressure of the gas. This increase in temperature and exposure to compressed gas
creates extreme demands on the lubricant.
There are four key attributes that distinguish a quality lubricant from a low-grade
lubricant and can make a significant difference in the performance and longevity
of compressors.
Oxidation stability extends compressor

lifespan: Lubricant is designed to extend
the life of and maintain optimum performance of compressors, and a high-quality
nonfood grade rotary lubricant should
last 8,000 to 16,000 hours at normal operating conditions.
Protection against wear: A high-grade
lubricant will protect a compressors components and, in particular, a compressors
rotors and bearings.
Corrosion protection: A quality lubricant
will ensure the internal airend components and lubrication system are protected from corrosion.
Performance with air and water: The
way a superior lubricant performs in the
presence of air and water will extend a
compressors lifecycle.
Lubricants impact compressor components
A quality lubricant will coat seals and allow

parts to move smoothly, while simultaneously preventing the formation of varnish,
extending the compressor reliability and
lifespan. With a high thermal conductivity
value allowing greater levels of absorption
of the heat generated by the air compression
cycle and friction in the bearings, this type
of lubricant helps the compressor run cooler
and more efficiently, even when the operating temperature is high.
For rotary screw compressors, fluid is
injected into the compression chamber to
Most oil-injected rotary screw compressors use the air pressure in the
oil sump or separator, after the discharge of the airend, to circulate oil through
a cooler and a filter prior to re-injection to the compression
chamber. Alternatively, some designs may use an oil pump.
PLANT ENGINEERING
October 2016 41
MECHANICALSOLUTIONS
Figure 1: The importance

of using high-quality lubricants in compressors may
be assumed, but it often is
overlooked as part of a compressor maintenance strategy. All images courtesy:
Ingersoll Rand
lubr icate t he
intermeshing rotors
and associated bearings. The
lubricant also takes away most of the
heat caused by compression and acts as a
seal within the areas between the meshing
rotors and rotor housing.
Most oil-injected rotary screw compressors use the air pressure in the oil sump or
separator, after the discharge of the airend, to
circulate oil through a cooler and a filter prior
to re-injection to the compression chamber.
Alternatively, some designs may use an oil
pump. Bearings at the end of each rotor carry
the radial and axial thrust loads, and they are
lubricated directly with the same filtered oil
that is injected into the compression chamber.
A similar configuration is used with builtin spiral and turn valve for capacity control.
Its critical that the lubricant be maintained
on a regular basis to ensure the compressors
moving parts, seals and bearings are well protected against heat, friction and corrosion.
Proper processes
Lubricant is injected to the compression

chamber to mix with the incoming suction air
and absorbs heat from the compression cycle.
The injection temperature and subsequent
airend discharge temperature are controlled
to avoid condensation of moisture. To avoid
condensation of moisture that would mix
with the lubricant, the discharge temperature
must remain above the pressure dew point. A
thermostatic bypass valve allows the lubricant
being circulated to flow through or bypass the
oil cooler to maintain the desired temperature
over a wide range of ambient temperatures.
An appropriate temperature and viscosity
of the lubricant are required for optimal lubri-
42 October 2016
PLANT ENGINEERING
cation, sealing and to avoid condensation

in the oil sump. In addition to oil cooling,
an air aftercooler is used to cool the
discharged air and remove excess
moisture. In the majority of oilflooded applications, an opportunity exists to recover the heat
of compression either for heating or other types of energy
recovery.
A proper routine maintenance schedule will ensure
reliable compressor operation and maximize the lubricant
effectiveness. This can be done by regularly sampling the lubricant. Its important
to regularly check the lubricant analysis for
potential metal wear components, additive
content, acid level and water in the system,
and if elevated levels are found, to take corrective actions. Other scheduled maintenance
practices should include: checking the pressure
drop across the oil filter and replacing when
necessary, checking the connections between
the hoses and the airend for leaks and making
sure to change the lubricant before it reaches
its end-of-service life.
When topping off lubricant, its important
not to mix different types of base fluid chemistries and to use a product that matches the
quality of the existing lubricant. Fluid analysis
is an important part of a proactive maintenance program that can increase a compressors reliability while revealing problems before
they result in system failure.
Protecting your investment
A quality nonfood grade lubricant should

last at least 8,000 hours or two years, whichever comes first, depending on the operating environment and how frequently the
compressor is used and maintained. While
the initial price of a low-cost lubricant will
save money upfront, it will cost more in
the long run as many low quality lubricants
need to be changed up to eight times more
often than a high quality lubricant.
Its important to be aware that low-cost
often means lower quality. And when it
comes to protecting your investment in compressors and maintaining them, it doesnt
pay to skimp on the life-blood of your compressor. This can lead to problems such as
shorter fluid life, reduced component life,
higher operating temperatures and reduced
operating efficiencies, which can significantly shorten the compressor lifecycle.
There are other reasons low-cost lubricants cost more

over time. By purchasing a high-quality lubricant, operators can actually save money by reducing lubricant carryover and lowering the maintenance and energy costs
that are inevitable with inferior lubricants.
There are customers in the field that have chosen lowcost lubricants to save money and ultimately paid a high
price in the end. These lubricants created a varnish around
the airend, coolers separator tank and oil filter which
eventually ruined the airend, requiring it to be replaced.
The customer saved a few hundred dollars on the lubricant
each month, but ended up spending $25,000 to replace
the compressors airend.
Three kinds of lubricants
Quality is key when it comes to lubricants and the longevity of your compressor. A quality lubricant will help rotary
screw compressors maintain their peak performance at a
full range of operating temperatures and extend the lifecycle
of the compressor. Many factors should be considered when
selecting the appropriate lubricant for your application,
including: lubricant properties, corrosion protection and
service life.
Below are three levels of lubricant quality that can be used
to protect your airend and lubrication system.
1. Standard lubricant
A typical, standard quality, engineered synthetic lubricant will last

two years, or 8,000 hours, and will
deliver up to 50% lower carryover
than mineral oils and PAO. With a
high thermal conductivity value, it
will also provide better compressor
performance and maintain an appropriate operating temperature.
2. Extended life lubricant
Extended life lubricants can

last up to 16,000 hours, or three
years, and are formulated for highdemand, multi-shift operations.
This higher quality lubricant will
reduce the frequenc y required
for changing the lubricant, which
reduces disposal costs. Extended life
lubricants will also lower varnish
build up that leads to early component failure and additional cleaning
for more frequent condensate drain
clogging.
Another advantage is b etter
cooling capability so compressors
are protected and operate more
efficiently, even in high-ambient
temperature environments. These
lubricants are also highly efficient
plant engineering
October 2016 43
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mechanicalSOLUTIONS
Figure 2: Use of a low-grade lubricant can lead to compressor failure
and downtime, both of which can be more costly than the savings
from the lubrication cost.
with anti-corrosion and anti-oxidation

additives. Extended life lubricants
should have a flash point at least of
262 oC or of 505 oF, and a pour point
of at least -30 oC or -53 oF.
3. Food-grade lubricant
Concerns over food safety have never

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Medium duty. Conforms to

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processing and pharmaceutical industries

use several levels of
food-grade lubricants,
H1 to H3, depending
upon whether the lubricant will come in contact with the product.
This lubricant should
support all rotary screw
compressors applications that require a USDA/NSF foodgrade lubricant.
Food-grade lubricants can last 6,000
hours, depending on the application
and operational conditions. They also
resist the formation of foam, sludge,
varnish and corrosive acids. A foodgrade lubricant should have a flash
point at least of 262 oC or 505 oF and a
pour point of -30 oC or -53 oF.
Lighter-duty. Contractor-grade
and also protects your budget.
Quality lubricants lead to

quality performance
To keep compressed air systems working

at their best, quality lubricants that have
been tested and rated for high-quality
performance will pay off in the long run.
When you depend on reliability and
long-term performance, look no further
than the quality of your lubricantits
the best investment to reduce lubricant
disposal costs, improve efficiency and
extend the life of your compressor.
Using a low-quality lubricant ultimately
runs the risk of compressor failure and
costly plant downtime, which will far
exceed any initial savings garnered by
using a low-cost lubricant. PE
David Gonzalez is channel program
manager for Ingersoll Rand compression
technologies and services.
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The Industrial Internet of Things (IIoT) is transforming the manufacturing industry as we know it.
Control Engineering, Oil & Gas Engineering and Plant Engineering are partnering with industry experts
who present an in-depth look at IIoT-related issues, strategies, and opportunities. The IIoT webcast series
offers four educational webcasts packaged with continuing education credits available for free.
Now on-demand, register at www.plantengineering.com/lloT
Webcast One: Effective Change Management
Effective IIoT integration includes technology and changing the way plants operate. The convergence of operational and
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bring about a company-wide commitment to an IIoT strategy.
Presenter: Stan Schneider, Industrial Internet Consortium
GE Digital
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With the existing network of sensors and gauges on the plant floor today, getting data has not been the issue. The challenge
for manufacturers is to analyze that information to allow manufacturers to make better plant floor decisions. This Webcast
discusses how data management can lead to better and faster decision-making and better asset management.
Presenter: Sal Spada, Research Director, ARC Advisory Group
Event Sponsors:
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CFE Media research says data security is a top-of-mind issue. Threats exist from internal and external sources, so manufacturers
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AUTOMATIONSOLUTIONS
Is Ethernet the key to IIoT?
Applications demand a sensible migration path, a robust network.
By Uday Mudoi
Microsemi Corp.
Figure 1: An example of an
industrial automation network. Security architectures
are evolving as networks
become more flexible.
Image courtesy: Microsemi
Corp.
t is expected there will be 34 billion devices connected to the Internet of Things (IoT) by 2020,
with businesses and government accounting
for over 55% of those connections. With the
IoTs promise for increased efficiencies (such as
lower operating costs and greater productivity),
embedded machine-to-machine (M2M) communications among smart objects are increasingly common within commercial, industrial and
government entities.
Unlike consumer IoT, the requirements for
data integrity, reliability, and security are far more
exacting for the Industrial IoT (IIoT). The threat
of disruption poses tremendous security risks for
the entire digital network, yet the prospects of
unprecedented transparency and efficiencies of
an IIoT remain compelling.
Real-time visibility and control of connected
IIoT objects demand high-performance, lowlatency networks with remote management
capabilities. Enter Ethernet, which has been the
technology of choice for Enterprise, data center
and many service provider networks because of its

advantages including standardization, versatility,
high performance and low cost.
Todays IIoT networks, however, largely use specialized network protocols and diverse installed
bases of legacy equipment. This makes modernization onto an all IP Ethernet infrastructure more
complex. Upgrade strategies for these heterogeneous networks must balance the imperatives of
industrial settingssystem reliability, determinism and securitywith migration to the standardized and low-cost networking solution delivered
by Ethernet.
Three of the top challenges facing IIoT system
designers are security, determinism, and network
migration. Meeting these challenges requires
using a combination of technologies ranging
from Ethernet switching solutions, programmable
devices, high-precision timing, Power over Ethernet (PoE) and application-optimized software.
Industrial Network Security
Security in todays industrial networks is typically premised on isolation from a corporate

network by firewall and from the Internet.
Broader attempts to secure industrial networks
often entail network downtime, costly network
topology changes or both, jeopardizing plant
productivity, revenue and sometimes safety. But
assuming that a given industrial network is protected simply because we believe it isolated from
the Internet is a misconception.
As recent cyber attacks have illustrated, the reality is that isolating a modern industrial network
from the Internet can actually make it less secure,
since its harder to manage and diagnose issues.
Isolated networks are also difficult to scale and
reconfigure as companies update supply chains,
adopt new technologies or evolve in response to
new competitive threats and opportunities.
IIoT network security must take a multi-layered approach to protect the data plane, management (network and element) and control
(protocol) planes. All three require protection,
particularly for M2M communications. A typical
approach relies on encryption of data, management and control traffic, addressing authentication, authorization and accounting (AAA), and
data integrity.
PLANT ENGINEERING
October 2016 47
aUTOMaTIONSOLUTIONS
Networkwide encryption is another layer that
guarantees security of all network traffic. In Ethernet networks, MACsec (IEEE 802.1AE) and
Keysec (now part of IEEE 802.1X) are the L2
encryption and key management protocols to
secure Ethernet physical ports and VLANs. Further enhancing confidentiality, IEEE 802.1AEbn
includes strong 256-bit encryption now required
by certain government agencies.
While encryption alone is insufficient to
secure a network, using a strong 256-bit encryption like MACsec in networking equipment and
end points can provide a means for authentication, data integrity and user confidentiality
needed in Ethernet-based IIoT networks. In
addition, leveraging FPGAs with built-in security capabilities can be used to provide a root of
trust in a system. Often these devices are used to
securely boot an external processor, adding yet
another security layer to combat against tampering with network elements to find keys.
As IIoT becomes more widespread, companies will increasingly look to acquire data at the
network edge, using big data analytics and cloud
computing to scale processing and make practical use of all this data. An Internet connection
is essential. This is where a centralized security
orchestration approach that works closely with
distributed networking hardware can provide an
effective way to secure the IIoT network.
Ultimately, a multi-layer approach to security
is imperative for industrial networks, ensuring
the networks reliability and uptime while not
restricting operations.
Determinism
When considering deterministic performance

and network reliability in Ethernet networks, the
expectation is that specific functions occur within a precise timeframe. This is possible when each
network element is time-aware and can recognize
whether it delivered Ethernet packets on time.
But this is only one part of the solution. A
mechanism to synchronize and to distribute
precise time in Ethernet exists today using
IEEE 1588v2; however, the latest Time Sensitive Networking (TSN) standards bring system
developers a very time-oriented style of traffic
scheduling.
Developed by the IEEE 802 group, TSN standards broaden Ethernet capabilities to make it a
true industrial-grade, real-time communications
protocol. Elements include clock synchronization,
time-based message handling, frame preemption
and seamless redundancy.
TSN (AVB Gen2) is a suite of standards providing the following features:
48 October 2016
plant engineering
Timing and synchronization for time-sensitive applications (IEEE 802.1ASbt)

Enhancements for scheduled traffic (IEEE
802.1Qbv)
Frame preemption (IEEE 802.1Qbu)
Path control and reservation for redundant
networks (IEEE 802.1Qca)
Stream reservation protocol (SRP) enhancements to support Qbu/Qbv/Qca/CB (IEEE
802.1Qcc)
Seamless redundancy (IEEE 802.1CB).
In addition to improved usability and performance, for example, IEEE 802.1ASbt adds onestep time stamp support. This reduces the number of packets needed to convey network timing
information versus a two-step process used in
the prior generation standard. The reduction in
packet traffic and computing power is beneficial
in broad, daisy-chained, time-aware networks.
IEEE 802.1ASbt also enhances timing information availability by providing multiple levels of
synchronization to attain accurate timing at individual network nodes.
The new TSN features will give Ethernet networks the real-time determinism and low latency
needed for communications in IIoT applications.
This should remove the last barrier that might
prevent an IIoT network using Ethernet as its
main backbone, driving convergence of critical
and noncritical control and data traffic onto a
single network.
While Ethernet with TSN will finally become
a plausible deterministic backbone for industrial
network deployments, proprietary interfaces will
remain in place, at least for the foreseeable future.
FPGAs/SoCs that have the capability to translate
between Ethernet, IEEE 1588, TSN and specialized industrial protocols while keeping deterministic behavior will be critical. Determinism
is one of the key advantages of using FPGAs versus
MCUs. For example, a networked motor control
application that uses EtherCAT will benefit from
the deterministic nature of an FPGA fabric. The
FPGA can implement the protocol conversion and
the motor control algorithms all with the lowest
possible latency. The FPGAs, as opposed to MCUs,
are capable of transmitting data in a deterministic fashion and performing deterministic motor
control in synchronization with remote nodes.
Network migration
The eventual migration of IIoT networks to IP/

Ethernet is a given, but its important to recognize two major factors unique to this transition:
Ethernet standards, components and systems designed for Local Area Networks
(LANs) are not a natural fit for IIoT

networks.
IIoT network migration requires
a balancing act to support existing
nonstandard protocols and prepare
the network to leverage early stage
innovations.
So, when faced with the typical industrial networkcomprised of a heterogeneous installed base of legacy equipment
that uses multiple specialized network protocolsthere are several key elements that
system designers should look for to simplify their network migration to Ethernet:
Multi-protocol support of Ethernet
and fieldbus interfaces to ensure
interoperability and scalability in large
scale heterogeneous networks
Optimized Ethernet switch software
stacks for easy deployment and management
Unified hardware and software to reliably deliver the real-time determinism
and low latency required for industrial
communications
Flexibility of port configuration and
synchronization options while meeting IIoTs environmental and operational requirements
Power over Ethernet (PoE) options
up to 95 W to safely power remote
devices, simplifying deployments.
All of the above are possible with a
pragmatic combination of hardware and
software that combines:
Low-power and secure FPGA solutions
Ethernet-switching silicon optimized
for industrial deployments
Software stacks that not only provide
manageability and monitoring capabilities but also an ecosystem of security orchestration software
Ruggedized PoE solutions designed
for industrial settings.
It is important to note that there
will be no one-size-fits-all approach
for IIoT systems. Options to support
PoE, synchronization needs and data
encryption can help deliver a seamless
upgrade to the baseline hardware and
software solution. Other scenarios may
have computing needs that may be made
possible either with an integrated CPU
in the switch or the FPGA or a standalone CPU.
plant engineering
Designing for IIoT applications

demands a sensible migration path
leveraging new technology for deterministic networks while acknowledging that industrial networks exist in a
system environment that prioritizes
maximum network uptime over the
latest network upgrades. In a world
October 2016 49
4.5 x 7.5 ISLAND-MARKAL.indd 1
where network disruption is simply

not feasible, the industry must move
past old technologies and protocols and
first-generation industrial Ethernet networks. PE
Uday Mudoi is vice president of marketing at Microsemi Corp.
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8/24/2016 9:14:05 AM
MATERIALHANDLINGSOLUTIONS
Small data,
big impact
Extract actionable insights from lift truck telemetry to improve efficiency.

By Steven LaFevers
Yale Materials Handling Corp.
n an era of expanded digital networks,

smarter connected devices and integrated
systems, businesses are turning to datadriven intelligence to guide decisions to
help improve efficiency and protect their
bottom line. For operations with lift truck
fleets, telemetry programs can produce a
wealth of relevant small data insights for
quick conversion into actionable business
intelligence.
Even as materials handling operations
face serious pressure to maximize output
and efficiency, most facilities do not utilize
fleet data to its full potential.
A recent survey indicates that while 80%
of companies track lift truck fleet data in
some way, only 25% track equipment and
utilization by specific drivers. The cost of
not tracking this data can be high, especially since more than ever companies are
focused on improving profitability, productivity and proper operator use.
information from smart-connected devices. They cataloged equipment and operational information but didnt necessarily
provide consumable and actionable data.
Instead they offered numerous reports and
spreadsheets that fleet managers had to sift
through and summarizea tedious and
time-consuming task.
Today, telemetry systems offer effortless access to immediate and actionable
data. With the ability to evaluate utilization and maintenance information alongside expected demand and specific truck
applications, fleet managers can make quick
and informed decisions about fleet size and
composition. This allows them to continuously improve operations and maintain a
right-sized fleet composed of equipment
tailored to meet their specific operational
challenges. With telemetry system data,
operators can right-size fleets to eliminate
the cost of running excess trucks.
While a lean truck fleet eliminates idle
Effortless, actionable insight
time and reduces cost, it leaves busiHistorically, telemetry systems were prized nesses with a low tolerance for downas Big Data repositories, collecting live time. With insufficient fleet availability
to serve demand, operations
can experience significant
costs such as delayed shipments and lost revenue, placA recent survey indicates that while
ing a premium on preventive
maintenance and fault code
of companies track lift truck
monitoring. Properly utilized
telemetry analytics can help
fleet data in some way, only
ref ine pre vent ive maintenance schedules to ensure
s u f f i c i e nt s u p p o r t w h i l e
track equipment and utilization by
avoiding overspending.
Exclusive to telemetry sysspecific drivers.
tems from an original equipment manufacturer (OEM),
80%
25%
50 October 2016
PLANT ENGINEERING
fault code monitoring triggers an automatic

alert that instructs dealers to perform a proactive service. This feature can help prevent
minor issues that may not be readily apparent to operators, such as a loss of hydraulic
pressure or slight controller damage from
escalating into more serious problems that
may result in crippling downtime and costly
repairs. In addition, fault codes help dealers
improve first pass completion by specifically pre-determining the parts that may
be needed to address the issues, helping
reduce customer downtime.
Case one: Right-sizing the fleet
An auto parts manufacturer began the fleet

optimization process in order to reduce
operating costs while maintaining flexibility to accommodate seasonal spikes
and future growth. Based on current and
future truck applications, labor resources
and demand, facility staff identified fleet
requirements and instituted a telemetry
system from their local dealer to provide
data-driven views into fleet utilization and
productivity.
After gathering data for only a few

months, facility staff identified areas with
idle trucks, found opportunities to reduce
fleet size through process improvements
and identified specific order-selector models well-suited to picking processes.
By cutting excess trucks, instituting more
efficient processes and adopting trucks
tailored to distribution applications, the
company reduced fleet size by 10% over
the first year.
Wireless monitoring enables

accurate tracking of lift truck
fleets in real time. All images
courtesy: Yale Materials
Handling Corp.
Case two: Proactive approach reduces total

maintenance cost
Wholesale retailers rely on high transactional volumes of low-margin goods to keep

business moving. In such a competitive
space, any savings accrued in logistics costs
go straight to improving profitability, but
mistakes can result in lost sales and expired
inventory.
To keep time-sensitive distribution running efficiently, a grocer relied on a missioncritical fleet of lift trucks to move inventory
from storage to shipping docks. Introducing
a telemetry system added an extra layer of
PLANT ENGINEERING
October 2016 51
MATERIALHANDLINGSOLUTIONS
resulted in the grocer reducing
overall maintenance costs by
20% over the previous year.
A tool for labor

management
Cloud-based portals offer

access fleet reporting and
analysis via desktop, laptop
or tablet.
business intelligence to more cost-effectively

ensure fleet uptime.
The telemetr y system provided automated alerts and fault code tracking to
trigger preventive service and refine predictive maintenance schedules. The fault
codes prevented minor issues from resulting in major outages, maintaining uptime
and avoiding spikes in maintenance costs
from more costly repairs. The total effect
of telemetry data guiding fleet maintenance
Managing a successful
lift truck fleet requires
paying special attention not only to the
equipment but also to
the drivers. Assigning
utilization and impact
d at a t o i n d i v i d u a l
operators adds an extra
layer of accountability
for ineffective, unsafe
drivers while incentivizing high-performing
employees, yielding more
informed labor management
decisions.
Telemetr y can also enhance
safety regulation compliance by restricting
truck access to only those operators with
proper certification and providing automated checklists to guide drivers as they start
their shift. In-dash displays provide drivers
with self-management capabilities through
speed and impact information to further
incentivize proper operator behavior.
These in-dash displays even facilitate
direct communication between drivers and
management to keep supervisors connected
Tracking utilization rates can

help optimize fleet structure
and improve operator productivity.
52 October 2016
PLANT ENGINEERING
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Wednesday, October 22, 2015

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Solutions.
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mATERIALhAndLIngSOLUTIONS
with movements on the floor. Supervisors can notify drivers when trucks
require ser vice, manage operator
training, solicit updates on groundlevel conditions and even check to see
if certain employees have shown up
for work.
Case three: The popularity problem

tracking idle time
While worker satisfaction is important, one of the most curious small

insights is the relationship between
idle time and worker popularity.
An oil and gas distributor faced
pressure to reduce warehouse costs.
STATE-OF-THE-ART SOLUTIONS FOR DEMANDING APPLICATIONS
In an effort to increase overall profitability, it implemented a productivity check to evaluate its operations.
Using lift truck telemetry data sorted
by employee, management evaluated labor performance to reward the
highest performers and identify those
with high impact rates and idle time
for corrective action.
The results produced a few surprises. Data revealed that one of the
most popular employeesa favorite
among management thanks to strong
social skillsactually turned out to
consistently accumulate the highest
amount of idle time. After recognizing the productivity of less visible
workers, the company reallocated
staff and restructured the facility
layout to minimize idle time, helping to achieve greater throughput and
lower costs.
T he d ist r ibutor s ave d te ns of
thousands per year in labor expenses a lone and exp er ience d relief
from opportunity costs due to lowp erforming lab or, such as lower
throughput, missed orders and compromised quality.
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For companies that are more accustomed to visually managing their

fleets rather than using data and
metrics, well-trained lift truck dealers and experienced OEM f leet
management specialists can provide
reliable local assistance. A proactive
dealer partnership leverages specialized knowledge to guide installation, setup and ongoing reporting
to ensure maximum return from
any telemetry investment. This value-add relationship can help reach
uptime goals and provide a quick,
qualified response in the event of a
technical complication.
When it comes time to put data
to use, the dealer acts as a business
consultant to advise fleet managers
on key performance indicators, establish a pragmatic reporting structure
and guide sound analysis. With an
effective reporting structure, fleet
operators can distill data into actionable insights to help reduce total cost
54 October 2016
plant engineering
of operation, optimize preventive

maintenance and inform staffing
decisions.
A data-driven future
As traditional materials handling

environments evolve from burdensome cost centers to competitive
assets, integrated wireless asset management and telemetry systems offer
a pathway for fleets to join the fully
visible, interconnected supply chain
of the future. Continued upgrades to
telemetry systems offer potential to
build a more visible and quantifiable
understanding of processes, with
lower costs and competitive benefits
as the ultimate reward. Enhancements promise an extra layer of data
to mature incident tracking with
location information, empowering operations to identify high-risk
zones for collisions and adjust layouts accordingly.
Keeping pace with rapid technology
innovation requires that fleet operators translate theoretical advantages
from data into tangible benefits. This
is often easier said than done, but
responsive OEM experts and trained
dealers can help guide the way.
Simplicity: Using a trusted OEM

partner consolidates vendor relationships and can help reduce
transactional costs.
Local support: Relying on a local
OEM affiliate ensures access to
k now l e d ge abl e te ch n i c a l and

training support to ensure maximum utility. PE
Steven LaFevers is director of aftermarket solutions for Yale Materials
Handling Corp.
Reap the advantages
A common argument against adopting

OEM telemetry is rooted in accountability, illustrated by the analogy of
the fox guarding the hen house: If an
end user wants a complete picture of
fleet performance, why would they
consult an OEM who has incentive
to withhold data that reflects poorly
on its own fleet of trucks? In reality
though, using telemetry services provided by the fleet OEM offers numerous advantages, including:
Fault codes: Only OEMs offer
fault code monitoring, providing
actionable, preventive maintenance alerts to keep trucks running at peak efficiency.
Direct integration: Only OEM
telemetry systems directly integrate with the trucks onboard
computer to provide the most
in-depth reporting and accurate
information.
plant engineering
October 2016 55
Learn about the latest engineering

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Send new product releases to: peproducts@cfemedia.com
Air starter
The ST150 Turbine Air Starter provides fast starts on mid-size, heavy-duty
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Current clamps
The 368 FC and 369 FC leakage current clamps help industrial electricians
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large diameter jaws (40 mm for the 368 FC; 61 mm for the 369 FC) for work
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Oil-water separator
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PLANT ENGINEERING
October 2016 57
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Drum dumper
The TIP-TITE drum dumper is suitable for operation in Class II, Division 2,
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The UN-600/30V and UN-600/30H high-speed vertical and horizontal machining centers meet the high productivity, reliability,
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UN-600/30V vertical machining center
14. Issue Date for Circulation Data Below: September 2016
15. Extent and Nature or Circulation
is just 27.4 in. and can accommodate
Actual No. Copies of Single Issue
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Published Nearest to Filing Date:
During Preceding 12 Months:
a maximum workpiece diameter of
45,880
44,410
a. Total Number of Copies (Net Press Run):
approximately 23.6 in.
b. Paid and/or Requested Circulation:
0
0
Mazak
MazakUSA.com
(1) Paid/Requested Outside-County Mail Subscriptions Stated on Form 3541.

(Include advertisers proof and exchange copies)
(2) Paid In-County Subscriptions Stated on Form 3541.
(Include advertisers proof and exchange copies)
(3) Sales Through Dealers and Carriers, Street Vendors, Counter Sales, and
Other Non-USPS Paid Distribution
(4) Paid Distribution by Other Classes of Mail Through the USPS
c. Total Paid and/ or Requested Circulation [Sum of 15b, (1), (2), (3), and (4)-**
d. Free or Nominal Rate Distribution (By Mail and Outside the Mail)
(1) Outside-County as Stated on Form 3541
(2) Free or Nominal Rate In-County Copies Included on PS Form 3541
(3) Free or Nominal Rate Copies Mailed at Other Classes Through the USPS
(4) Free or Nominal Rate Distribution Outside the Mail (Carriers or other means)
e. Total Nonrequested Distribution [Sum of 15d (1), (2), (3), and (4)
f. Total Distribution [Sum of 15c and 15f]
g. Copies not Distributed
h. Total [Sum of 15f and 15g]
i. Percent Paid [15c divided by 15f times 100]
44,868
43,634
45
44,913
0
0
0
617
0
617
45,530
350
45,880
98.64%
40
43,674
0
0
0
416
0
416
44,090
320
44,410
99.06%
16. Electronic Copy Circulation

a. Requested and Paid Electronic Copies
20,323
21,496
b. Total Requested and Paid Print Copies (Line 15c) +
65,236
65,170
Requested/Paid Electronic Copies (Line 16a)
c. Total Requested Copy Distribution (Line 15f) +
66,203
65,906
Requested/Paid Electronic Copies (16a)
d. Percent Paid and/or Requested Circulation (Both Print & Electronic Copies)
98.54%
98.88%
(16b divided by 16c x 100)
17. Publication of Statement of Ownership: Publication Required. Will be printed in the October 2016 issue of this publication.
18. I certify that all information furnished on this form is true and complete. I understand that anoyone who furnishes false or misleading information on this form or who
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PLANT ENGINEERING
October 2016 59
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62 October 2016
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MAPCON Maintenance Software protects plant assets

from unscheduled downtime and costly maintenance
repairs.
MAPCON Technologies Inc.
movincool.com
orival.com
seweurodrive.com
One of the largest global suppliers of drive technology,

SEW-EURODRIVE specializes in gear reducers, motors
and electronic motor controls.
SEW-EURODRIVE USA
soparts.com
SPECO provides premium replacement parts and oils for

all major air compressor manufacturers.
Southern Parts & Engineering
spminstrument.com
SPM offers a wide product range from high-tech portable

instruments to online systems and comprehensive software.
SPM
klsummit.com
Industry leader in synthetic lubricant technology with a line

of over 200 products that can service almost any industrial
application.
Summit Industrial Products
ustsubaki.com
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.
vac-u-max.com
VAC-U-MAX specializes in design and manufacture of

pneumatic systems and support equipment for conveying,
weighing and batching of dry materials.
VAC-U-MAX
whitemores.com
Whitmore creates component protection technology

through the manufacturing of specialized lubricants, rail
equipment, coatings, sealants, and contamination control
solutions.
Whitmore Manufacturing Co.
yaskawa.com
Yaskawa is the worlds largest manufacturer of ac inverter

drives, servo and motion control, and robotics automation
systems.
Yaskawa America 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.
MovinCool
Place next to your computer as a reference or go online to www.plantengineering.com for hot links to these companies.
Remove at
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6
er 201
Octob
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Reader
Service #
Phone #
ALL-TEST Pro, LLC
43
24
Atlas Copco Compressors
24
15
866-688-9611
www.atlascopco.us
C-2, 16A-16D
800-633-0405
www.automationdirect.com
AutomationDirect
860-399-4222
Web site
www.alltestpro.com
C-4
30
800-828-4920
www.baldor.com
Bimba Manufacturing Company
800-442-4622
www.bimba.com/smarter
Camfil APC
800-479-6801
www.camfilapc.com
10
Baldor Electric Company
CENTURY SPRING CORP
14
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CFE Media, Engineering Is Personal
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COMPRESSOR PARTS.com
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LETTERS TO THE EDITOR
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Fluke Corp
18
13
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FORCAM
23
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Markal
49
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PLANT ENGINEERING
October 2016 63
INCONCLUSION
Five questions to address
before your next change initiative
3. How will it affect me? Whats in
By Shon Isenhour
Eruditio LLC
it for me?
e all are part of change initiatives. Interestingly, the

majority of them fail to
deliver the results expected
or projected. When we look back at
the ones that failed to deliver, we find
many that were destined to fail from
the beginning because of the way the
change was unveiled and communicated to the affected individuals.
Below are five questions that are
crucial to answer upfront, repeatedly, and through multiple mediums. I
will demonstrate the questions using
a hypothetical enterprise asset management system (EAM) or computerized maintenance management
system (CMMS) implementation as
the example and share a few elements
that satisfy a portion of the questions.
1. Why are we doing this?
Example: Tell them about the transparency the new EAM provides. You
might also share the fact that it is
connected with all of the other management systems, from procurement
to human resources, and it allows
the business to be better managed by
tearing down the walls between these
departments. In the end, it will make
the business more efficient and will
help us to surpass our competitors.
2. What does this look like?
Example: Show them the master project plan for the EAM rollout with the
dates and areas of focus. Allow them
to drill down into the plan so they can
see the details where it is of interest.
This will help with the next question.
64 October 2016
PLANT ENGINEERING
Example: Show them how the new

system will change their current role.
Whenever possible, show them areas
where the new system is easier and
better for them. This can be done
with the workflow process maps or
the documents of responsibility created during the blueprinting phase of
the EAM implementation.
4. What do you expect from me?
Example: This is where you can take

them through the Rs: responsibilities relating to their role. These are
shown in the workflow documents.
These responsibilities are required
for the process to work effectively and
they show what you need for them to
do specifically to meet the needs of
the change.
5. What can I expect from you?
Example: This is where you might

share the Rs that you own and what
you will also provide from an A, or
accountability, standpoint.
Thes e examples on ly b eg in to
scratch the surface of the information that you need to provide, but they
should give you some context for each
question. Please take the time to plan
out how you are going to communicate
each of these points to all the different groups that will be affected by the
change. PE
Shon Isenhour is a founding partner
at Eruditio and is a part of Plant Engineerings Editorial Advisory Board.
This article originally appeared on
Eruditios blog. Eruditio also is a CFE
Media content partner.
When we look back
at (change initiatives)
that failed to deliver,
we find many that
were destined to fail
from the beginning
because of the way
the change
was unveiled and
communicated to the
affected individuals.
Shon Isenhour
Eruditio LLC
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The high cost of low-grade lubricants 41

Is Ethernet the key to IIoT? 47

Safety, every day

A worker at Baldors Belton, S.C., plant assembles a

DRIVE In Efficiency, DRIVE Out Cost.

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Durapulse Series starting at $242.00

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Fuses, Filters, Line Reactors,

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TOTAL FIRST YEAR SAVINGS:

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Built for a lifetime is a trademark of Kaeser Compressors, Inc.

2016 Kaeser Compressors, Inc.

QUESTIONS ABOUT YOUR ASSET

IntelliSenseWelcome to the Pneumatic Internet of Things

Cover image courtesy: Baldor

Farr Gold Series

Dust, Mist and Fume Collectors

www.camfilapc.com e-mail: filterman@camfil.com 866-354-8794

Equipment reliability doesnt equal system reliability

How an arc flash relay reduces costs

The high cost of low-grade lubricants

Is Ethernet the key to IIoT?

Material Handling Solutions

Small data, big impact

The Human-Human Interface

We are in a rush to connect every machine

EDITORIAL ADVISORY BOARD

A moment of pause for a selfie at

H. LANDIS LANNY FLOYD, Electrical Safety Group Inc.

CFE MEDIA CONTRIBUTOR

Content For Engineers. Thats what CFE Media stands

Learn more at:

Effectiveness Only a Major

The Lead Flexicon Project Manager

Engineering teams on four continents

As one of the worlds largest manufacturers

Strict adherence to your unique standards,

Over 20,000 bulk handling installations

Commitment to the successful performance

Ability to work with the engineering firm

Flexicons Project Engineering Division can assume single-source

Greater efficiency and control than available

Shopping for products has never been

tions in mind to better

The increased use of plastic totes will

where product has been along the entire

IIoT success requires a change of mindset

Changing the mindset in manufacturing

speakers extol the value of IIoT and the need