steam traps - maintenance · pdf filethrough steam loss caused by mechanical steam traps...

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Plant &Maintenance

Interview

Energy &Environment

Maintenance & Asset Management Journal

“I’d like to think I have contributed to raising maintenance standards”

Site, Buildings & Works Management Gem Steam Traps —

Star Performers for Kraft See page 3

See page 33

See page 21

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Turbo-Machinery Tip-TimingHealthcare & Maintenance

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ME | Jan/Feb 2009 | 1

C O N T E N T S


Vol 9 Issue 1 January / February 2009

2 Talking ShopEditorial Comment

3 Cover Story Gem™ Steam Traps are

Star Performers

PLANT & MAINTENANCE

6/7 Interview: Phil Wolff of HSS Hire

“I’d like to think I have contributed to raising maintenance standards”

8 Drive systems Substantial cost

saving potential by selecting the right drive system

13 Transatlantic View Back to basics on improving

maintenance productivity

14 The Business Impact of Enterprise Asset ManagementBest practice & conclusion

18 LubricationMaintenance strategies for oils and lubricants

21 easyFairs MAINTEC 2009The UK’s only dedicated Maintenance & Asset Management exhibition

25 Maintenance in the DownturnCutting maintenance costs – safely

28 Maintenance North WestRegional maintenance exhibition and conference

46/48 Plant Product Reviews

ENERGY & ENVIRONMENT

50 Waste ManagementWaste not, want not – does anyone want our waste?

53 Energy Effi ciencyFive top tips to reduce energy consumption

54 Energy Product Reviews

SITE, BUILDINGS & WORKS MANAGEMENT

55 Materials Handling EquipmentWith tough time ahead – its time to drive-up your effi ciency

56 Health & SafetyNew workplace air quality guidance from HSE

58 Lighting

60 Handling & StorageHazardous goods handling: nanotechnology

62 BCAS – Compressed AirRegistration, Evaluation, Authorisation and Restriction of Chemicals (REACH) – regulations for users of compressed air system

63 Legal LiabilityDuty of care – better safe than sorry

64/66 Site, Buildings & Works66/67 Management Product Reviews

67/68 Industrial Search Engine

69-72 Product Directory

IBC Index of Advertisers and Product Information Service

33 Editor’s Foreword and Contents

35 Turbo-Machinery Tip-Timing Comes of Age

The complexity of a gas turbine makes its maintenance something of a black art. However, the advent of non-contact tip-timing systems has made it possible to assess turbine blade health and implement condition-based predictive maintenance routines. Currently, however, the most widely used systems are optical-based, and the sensors are susceptible to contamination from oil, dust, exhaust gases and even water. This means that data quality (and therefore reliability) degrades with time, limiting the use of optical-based systems to turbine development projects or applications where the sensors can be regularly cleaned. During recent years research has been carried out to evaluate alternative sensor technologies, with the most promising solution proving to be eddy current probes. Ruggedized for use in the extremely harsh environment of a gas turbine and tuned to produce results on a par with industry standard optical systems, the tip-timing eddy current probe looks like a technology whose time has come.

42 Healthcare & Maintenance There are many similarities between

the prevention of illness in humans, and the prevention of failures in equipment. The history of healthcare is examined through the prism of the maintenance engineer, and commonalities are identifi ed which provide some food for thought.

MAINTENANCENORTH WEST

2 | Jan/Feb 2009 | ME

The truth of the matter...

Like many of you who begin your day reading, watching or listening to the news, I sometimes barely make it to the beginning of the working day as my head is reeling from the

barrage of confl icting information I’ve already endured. Whether it’s the tragedy unfolding in Gaza, the cessation of gas from Russia via the Ukraine or what will happen to the USA when Barack Obama takes offi ce, it appears everyone is an expert yet there’s precious little agreement. Even closer to home as the news reports on the latest carnage and despair ripping its way through UK plc, with jobs being lost in their tens of thousands, politicians, bosses, trade unions and employees alike point the fi nger at someone else and once again, there is no agreement to be had.

Whilst not wanting to belittle in anyway the tragedy and suffering experienced by individuals, families, businesses and whole communities, there is another casualty in all of this and that is the damage done to the concept and practice of truthfulness. Even while working on this month’s issue, I’ve read and heard things which are confl icting and at times incompatible. Source 1 tells me X, source 2 tells me Y and the reality is that both can’t be true. I want to be clear here – these weren’t statements expressed as opinions, these were statements expressed as fact.

I don’t know about you but sometimes I am left feeling overwhelmed by all this confl icting information. As an editor, a journalist, and someone with a decades worth of industrial PR experience, I’d like to think I can differentiate between facts, opinions and spin. There are times however that I feel like Fox Mulder, the character in the X-Files who knew the truth was out there, but found it almost impossible to fi nd.

Call me old fashioned in what is very much a relativistic age, but I think truth is important, worth fi nding and can sometimes make the difference between life and death. An example of this is the amended Health and Safety Offences Act (Jan 2009) which affects every employer and employee regarding their personal responsibilities in the work place. Yes I know the HSE website can be confusing and company legislation as a whole may not be as exciting as Celebrity Big Brother of Strictly Come Dancing, but it’s vital you know it and understand the truth of it.

Take the time and make the effort to read and understand the changes for yourself and encourage your co-workers to do the same. Don’t just rely on someone else telling you what you need to know because the reality is that you yourself are responsible for what you know and what you do. And the truth of the matter is if you don’t, you’re looking at a fi ne of up to £20,000 and the very real possibility of a prison sentence if you’re found to be in breach of the new legislation. The sad truth is that some people won’t take the time to do so and that lives will be damaged if not destroyed as a consequence. Don’t let it be because of you.

TALKING SHOP

P R O M O T I N G E X C E L L E N C E I N M A I N T E N A N C E & E N G I N E E R I N G

Chris Pope, Associate Editor

Vo l u m e 9 � I s s u e 1

January/February 2009

Managing Editor

David Willson, BSc

Associate Editor

Chris Pope, BA

Technical Editor

Maintenance & Asset Manageement

John Harris, MSc CEng FIMechE FInstP

e [email protected]

Sales Executive Darrell Moffatte [email protected]

Business Development Manager Colin Campbell e [email protected]

Circulation Manager Dianne Newman

Subscriptions Manager Rebecca White

Creative Design Director Jonathan Phillips, Toccata Design

Printing

Warners Midland plc

Annual Subscription To all Overseas Destinations £99.00

Copyright © Conference Communication 2007

Maintenance & EngineeringConference CommunicationMonks Hill, Tilford, Farnham, Surrey GU10 2AJ

tel +44 (0)1252 783111 fax +44 (0)1252 783143e [email protected]

ISSN 1748 5290

Audit date: June 2008

Articles appearing in this magazine do not necessarily express the views of the Editor or the publishers. Every effort is made to ensure the accuracy of information published.No legal responsibility will be accepted by the publishers for loss arising from articles/information contained and published.All rights reserved. No part of this publication may be reproduced or stored in a retrieval system or transmitted in any form without the written consent of the publishers.

COVER STORY

ME | Jan/Feb 2009 | 3

approaching Mach 1. So slow-moving dense condensate squeeze out low-density steam as it approaches the orifi ce. The high density, slow moving condensate is then preferentially discharged through the orifi ce, trapping the low-density steam behind it.

This principle has been used since the 1960s, when the US Navy converted its fl eet to orifi ce plate with fi xed discharge capacities. However, industrial systems operate under varying loads, so the GEM Steam Trap was developed in 1995 with a ‘Venturi’ to regulate condensate capacity over the full range of operating conditions.

“The GEM Steam Traps perform well over a wide range of loads”, says John Weir. “In addition to saving down time with maintenance and replacement traps, the GEM traps have provided us with a short term payback through energy savings from steam wastage”.

A total of 120 steam traps are used throughout the site with the majority of mechanical steam traps having now been replaced by the GEM Venturi orifi ce trap. Such has been the success of the GEM traps that they have been specifi ed for Kraft Foods leading research and development facility also located at Banbury.

There are GEM steam traps to suit all applications and industries. These include the Ruby for fl ange applications; the Emerald for use on drip legs and trace heating systems; the Quartz trap set for mass trace heating and low-pressure drip legs and the Sapphire for screwed pipework applications.

The hardwearing GEM steam traps are manufactured from corrosion resistant stainless steel and are guaranteed for 10 years, obviating the need for repair or replacement. They provide a fast payback – on some processes within a matter of days – from minimised energy costs and increased equipment reliability due to a reduction in damaging water hammer in steam and condensate mains. In addition GEM steam traps improve product processing by enhancing the quality of steam and also reducing equipment repairs, downtime and replacement costs.

The rising cost of fuel is coupled with a raft of regulations concerning energy conservation and carbon emissions. Yet it is calculated that British industry wastes an astonishing GBP 3 billion a year in energy costs purely through steam loss caused by mechanical steam traps leaking precious steam when failed open. With the GEM steam trap there is no steam loss through a trap, fuel is conserved, reliability improved, downtime reduced and safety increased.

Tel: 0117 917 7010 Web: www.gemtrap.co.uk

Kraft Food’s Banbury site boasts the world’s largest soluble coffee facility; manufacturing coffee for the global Kraft business as well as UK household

brands such as Kenco™, Maxwell House™ and Mellow Bird’s™. The site produces some 11 billion cups of coffee a year and also houses the company’s leading research and development facility.

The company raises some 40 tonnes of steam an hour costing around £6.5 million pounds a year. Although steam is utilised throughout the site it is principally used

in feedwater heat exchangers feeding the extraction sets.

Kraft operates banks of heat exchangers which handle a total of between 6,000 and 45,000 litres of water per hour. Conscious that existing mechanical traps were failing, resulting in lost steam and reduced plant performance, John Weir, Utilities Manager at Kraft Foods, decided to investigate Thermal Energy International’s GEM Steam Trap and asked the company to carry out a site survey.

The report from GEM explained that by replacing the existing traps with the venturi orifi ce design, blocked steam traps could be prevented from impacting on production and, by effi ciently returning condensate

back to the boilers, energy savings would be made. In addition, as GEM Steam Traps have no moving parts to wedge open or fail, it provides the ultimate in reliability necessitating only minimal maintenance and requiring no spares, testing or monitoring equipment.

The GEM Steam Traps work by using the difference in density between steam and condensate. Condensate is 1000 times denser than steam and so passes through an orifi ce very much more slowly than steam. Given the right pressure drop conditions steam, without condensate present, will typically pass through an orifi ce at velocities


Gem™ Steam Traps are Star Performers for Kraft over Variable Loads

Thermal Energy International Inc’s GEM™ Venturi orifi ce steam traps are minimising steam loss at Kraft Foods site in Banbury. Fitted to heat exchangers, air heater batteries and distribution lines, the GEM Steam Traps are operating over variable loads.

NEWSREVIEW

The high resolution VisIR® 640 from Thermoteknix

This new camera is designed with all the tools needed for today’s industrial Predictive Maintenance programmes. It produces crystal

clear images from a highly sensitive 640 x 480 uncooled infrared sensor, precise temperature measurement and the most powerful range of easy to use camera tools, together with the unique Condition RED® database and software for your planned and routine Predictive Maintenance inspections.

With a unique, rugged industrial housing, an articulated central optics pod for ergonomic and safe operation and a high contrast DayBright™ touch screen, VisIR® 640 provides high defi nition thermal and visual image clarity in any lighting conditions.

Coupled with a high resolution detector and digital colour camera surveys are made more effi cient and cost-effective, and with integral LED illuminator/fl ash, laser pointer and voice recording, it is set to be the choice of thermal imaging cameras for professionals working in the industrial Predictive Maintenance arena.

[email protected] or see it at MAINTEC 2009 (NEC, 17-19 March)

Carbon Trust calls for switch to biomass

Two new thermal imaging cameras join the marketplace.

And a low cost thermal imager from Micro-Epsilon

Also at MAINTEC 2009 (NEC 17-19 March) will be new temperature sensing products from Micro-Epsilon.

The thermoMETER PI (Process Imager) is a rugged, inline, infrared thermal imaging camera, which is not only comparable in terms of technical specifi cation and performance to the latest inline thermal imagers on the market, but is around 60% of the cost. Included as standard is free software that enables users to both confi gure all the adjustable parameters of the PI and capture and store images or an event for play back at a later date – an important feature for R&D purposes. Rather than a handheld thermal imaging camera, the PI is fi xed into position in a production process or R&D lab to monitor the temperature profi le of target materials or objects.

Also on show will be the thermoMETER CSm hs, a new infrared temperature sensor that breaks new ground in terms of extreme high resolution and low ambient drift, and the new thermoMETER CT laser 3M, an infrared temperature sensor which measures at a short wavelength of 2.3µm for all temperature measurements between 50°-600°C. Probably the most signifi cant breakthrough with the CT laser 3M is the fact that it has the lowest unit price of any 2-3_m-wavelength sensor on the market – typically 50% of the cost of currently available sensors. The CSm hs is suitable for measuring very small temperature differences - down to 0.025°C. Alternative sensors currently on the market measure temperature differences down to 0.1°C at best. [email protected]

Businesses and public sector organisations could benefi t by switching from oil, gas and electric heating to biomass, according

to Biomass Heating, A Practical Guide, published by the Carbon Trust (download a copy at www.carbontrust.co.uk/biomass).

The Guide is designed to help organisations that are considering using biomass as an alternative source of heating and provides a detailed overview of biomass heating systems and fuels, plus a step-by-step guide to successfully implementing and operating biomass systems.

Financial pressures and the coldest start to a winter in over 30 years make reducing heating bills a priority. However, by working with biomass heating projects across the UK, the Carbon Trust has found that a lack of understanding of the technology and its potential benefi ts is preventing wider uptake.

Biomass heating offers most signifi cant cost savings in parts of the UK which are not currently on the gas grid. For example, using wood or straw can provide cost savings of 2-4 p/kWh (pence per kilowatt hour) relative to use of heating oil. A biomass system generating 1,600MWh of heat (roughly equivalent to the annual heating requirements of a typical school) could therefore save up to £50,000 per year on fuel costs relative to an existing oil-based heating system. The costs of biomass fuels also tend to be much less volatile than fossil fuels.

Heating presently accounts for almost half (49%, see BERR Energy Trends, June 2007) of the UK’s carbon emissions. Biomass typically offers carbon reductions of around 90% relative to fossil fuel heating systems. In its Renewable Energy Strategy consultation, the Government proposed that renewable sources may need to provide

14% of the UK’s heating requirements (up from its current level of less than 1%) to meet the 2020 renewable energy targets. Biomass is expected to account for a signifi cant proportion of this.

The most cost-effective carbon savings can be achieved with small to medium scale biomass applications (100 kWth-3MWth). Cwm Taff NHS Trust decided to replace heating oil with a 1.2MW biomass boiler burning woodchips. This will save an estimated £35,000 per year and pay back the initial investment within fi ve years.

Anthony Hayward of Cwm Taff NHS Trust, comments: “By investing in biomass we are considerably reducing our carbon footprint, making signifi cant fi nancial savings and supporting local fuel suppliers”.

Another organisation taking full advantage of biomass heating is Bell Bros Nurseries Ltd, which will be providing 60-70% of the heat needed for its 50,000m2 of glasshouses by using woodchip. Not only will the switch to biomass save 1,400 tonnes of carbon dioxide emissions a year, it will also mean a 40-50% reduction in annual heating costs.

The Carbon Trust provides interest-free loans of up to £200,000 to help small businesses upgrade to more energy effi cient equipment, including biomass boilers (visit www.carbontrust.co.uk). Particularly when replacing electric, LPG, or heating oil systems, the payback on the initial capital outlay can be less than three years.

(Note. Although burning biomass releases carbon dioxide to the atmosphere, this is offset by the carbon dioxide absorbed in the original growth of the biomass, or captured in the growth of new biomass to replace the materials used. It can be viewed as a form of stored solar energy which is captured by the organic matter as it grows.)

4 | Jan/Feb 2009 | ME

The Health and Safety Executive (HSE), is holding a free, half day Legionella Awareness seminar (Birmingham 27th March 2009) to communicate

information about risks from Legionella bacteria in aqueous surface pre-treatment processes. This follows a recent investigation after two workers contracted Legionnaires’ disease from a previously unidentifi ed source: contaminated water in a conveyorised tunnel, aqueous washing process.

In the installation where the problem was identifi ed, rinse water was stored in tanks at the side of the tunnel, notionally at ambient temperature. However, carry-over of heated wash solution from the cleaning process caused the rinse water temperature to rise to between 25 and 45°C. This temperature range, together with rust and scale build up in the tanks, provided ideal conditions for legionella bacteria. As the contaminated wash solution was sprayed onto the components in the tunnel, spray mist was able to leak out of the tunnel where it could be inhaled by nearby workers. For plant fi tted with extraction an additional risk exists, as the same vapour discharged outside could potentially expose the public to airborne bacteria.

HSE Principal Inspector Peter Woolgar advises: “A legionella risk assessment needs to cover all water systems on sites where water is sprayed or water mists generated. Unless there is someone with appropriate expertise on site, specialist advice should be sought. Where a legionella risk is identifi ed, microbiological sampling will be necessary to determine the level of contamination. A regime for draining-down, cleaning, disinfecting and monitoring the system should then be put in place.

Manufacturers and suppliers, as well as users and water treatment specialists, should not underestimate the risk of this type of equipment giving rise to this life-threatening disease and should ensure all precautions against legionella are in place”

Anybody interested in attending the seminar should contact Natalka Heath on 01782 602344 or email [email protected] to book a place.

Further information on Legionnaires’ disease is available on the HSE website www.hse.gov.uk/legionnaires/ or the Health Protection Agency’s website: www.hpa.org.uk

Make a note in your diary NOW to attend MAINTENANCE NORTH WEST at the University of Manchester’s Chancellors Conference Centre on 2 June 2009.For further information, list of exhibitors and details of the Conference & Seminar programme, visit www.maintenanceonline.co.uk where you can also pre-register as a visitor or book for the Conference & Workshops.

Legionella Awareness

ME | Jan/Feb 2009 | 5

www.lem.comEnergy & Automation

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6 | Jan/Feb 2009 | ME

M&E: Who were the key infl uences on your career development? Is there one person or event that stands out in your mind which helped shape your approach to maintenance? If so, what and how did this affect you?

PW: I remember that, shortly after HSS took over the hire company and I took on the group role for technical and maintenance, the MD at the time – Lister Fielding – queWstioned the process we had for fuelling generators. Small generators had small fuel tanks and large generators had large fuel tanks. Lister asked if we could have just one size to service both models. At the time it seemed quite an odd suggestion but it planted the seed in my mind and led me to think about the potential benefi ts of standardisation across the board within maintenance, particularly in sourcing spare parts. This has stayed with me throughout my career, looking for ways to use standardisation as a way to save costs and improve responsiveness without compromising on quality.

M&E: And from this experience, what should be at the heart of a maintenance strategy?

PW: Fundamentally, a maintenance strategy will depend on the specifi c goals of the organisation but at its core, there should always be a focus on enhancing customer service and achieving customer satisfaction – that’s what it all comes down to. Without the customer, you

won’t have anything to maintain. Maintenance programmes should also be

commercially driven. There is never an infi nite resource to replace equipment therefore maintenance will be necessary to prolong its useful life. But the strategy should also recognise the crossroad where it becomes more commercially viable to replace kit, when its lifetime costings are no longer tenable and when technical development has rendered it obsolete.

M&E: In your experience, what are the current trends in maintenance and the role of maintenance within an organisation and how have these changed over the past decade or so?

PW: I think it’s a fairly mixed bag. For smaller tools,

it has changed quite signifi cantly in that it has become more likely that companies will use and replace them, typically a lot earlier in their life cycle. For larger products, the change has been less signifi cant with capital intensive equipment still requiring a regular maintenance programme to realise its full life value.

Health and safety considerations have always been central to any maintenance programme but as legislation changes and as awareness of various issues increases, so has the extent to which such things must be factored in. And, as in many areas of any business, a responsible approach to the environment is having an increasing impact on maintenance and maintenance practices. Sourcing kit with an awareness of what will happen to it at the end of its life and ensuring that you have the processes in place to deal with disposal in an environmentally friendly way is becoming more of an issue than it ever has been before.

M&E: Thanks for agreeing to be interviewed by M&E. Where did your interest in maintenance and engineering come from, and how did you ultimately come to be at your current role within HSS Hire?

PW: I started as an electrical apprentice straight from school dealing with large power generators and it seemed an exciting opportunity. It was also very rewarding – people depended on you when things went down and I loved the buzz of feeling that I had come in and saved the day. Once I completed my apprenticeship, I moved to a hire company that dealt with small generators. Because the role wasn’t too taxing it gave me time to take on other responsibilities and learn new skills – I expanded into technical training and various operational roles.

The hire company was bought out by HSS and I became Regional Operations Manager for Yorkshire. From there, I was bought into a group role responsible for maintenance regimes and spare part procurement and as the technical element grew, I became Group Technical Director. I also served time as Supply Chain Director and Operations Director before taking on my current role of Commercial Director but product performance, maintenance, inventory management and Health and Safety have always been part of my remit in one way or another.

I’d like to think

I have contributed to raising maintenance standards

As many a maintenance manager knows, it can be a challenge maintaining the tools and machinery so important to your company to effi ciently deliver the best value for your customers while staying compliant with the relevant Health and Safety legislation. So spare a thought for Phil Wolff, Commercial Director of HSS Hire, with responsibility for 1.4 million pieces of equipment, including

their maintenance requirements, that companies throughout the country rely on to fulfi l their own maintenance strategies.

INTERVIEW

ME | Jan/Feb 2009 | 7

M&E: How does HSS help other companies with their maintenance requirements?

PW: On a day to day basis, we take away the hassle. We make sure that we are aware of the latest health and safety directives so that our kit – and therefore our customer

– is always compliant. We make sure we have plentiful stocks, all around the country, always clean, tested and ready to be used so that maintenance does not become a by-word for downtime.

We also work with certain customers to identify what is important to them and to develop bespoke solutions that meet their individual requirements. This might mean holding items of specialist stock that are unique to that customer or it might mean working with them to develop a training programme that addresses specifi c workplace issues. We also look to add value by developing innovative solutions to practical problems that might help across the board for a wide range of customers.

We’ve just introduced HSS Pit Stop which enables fl eets of engineers to call into an HSS branch and literally swap their ‘back of the van’ tooling and consumables for new ones, fully tested, service and fi t for purpose

ensuring continuous compliance and without incurring delay. And we’ve also introduced HSS Assured, a fully managed equipment plan that offers all the benefi ts of ownership without any of the hassles – the customer keeps the kit on site permanently while we monitor and manage the service requirements, minimising downtime through equipment exchange.

M&E: What are the key maintenance challenges faced by the companies you work with?

PW: I think the biggest challenges that many of our customers face are three fold beginning with legislation. Staying on the right side of the law is essential but with ever changing health and safety directives, compliance places heavy demands on time and resource. The second is availability of kit. Buying kit, keeping it working and having enough to cover maintenance downtime is very cash intensive. And availability of advancing technologies too – having the kit isn’t enough, it’s also about having the most up to date kit to do the job in the most effective and effi cient way. Thirdly, it is the need to identify their core business and where they add value for their customer as well as recognising their limitations. Focusing on the maintenance and repair of their own equipment can detract time, effort and resources from the core business – for example, are

they a business that builds houses or one that maintains the equipment needed to do so?

M&E: How are companies overcoming these challenges?

PW: For many of the companies we work with, the easiest way is simply to outsource the problem. Outsourcing equipment requirements and the associated maintenance activity can help companies export much of the risk, provide access to vast fl eets of equipment on a nationwide basis and free up their time to do what they do best.

M&E:Looking closer to home, you also have responsibility for Fleet Management at HSS so maintenance is something that you have to get directly involved in. What are the main challenges for you in

this area?PW: Logging, tracking and physically

conducting the maintenance work on a fl eet with 1.4 million pieces of equipment requires a dedicated effort and a comprehensive skill set, particularly given that we offer one way hire so kit could end up anywhere in the country. The other main challenge is managing that maintenance regime in a way that ensures as little downtime as possible and that, at any one time, the right products are available in the right quantities and in the right place.

M&E: How do you overcome these?PW: Well, to start with, we make sure that the people

doing the maintenance have the right skill set to do the job effi ciently and effectively. We also monitor distribution activity on a daily basis so we know where every single piece of kit is and we make sure our fi tters are working on priority tasks – mainly via an automated system. Equipment is not always dealt with in the order it comes in – we look carefully at utilisation fi gures and prioritise maintenance requirements so that the right kit is available.

M&E: What would you want your contribution to have been at HSS Hire?

PW: I’d like to look back on my career knowing that I’ve left a legacy that ensures customer safety, offers standardised processes, brings cost effi ciencies and that, overall, I contributed to raising maintenance standards.

M&E: If you had 10 minutes with every manufacturing/engineering MD in the country, what 3 general items of advice would you want to share with them about the role of maintenance in their company?

PW: I’d urge them fi rstly not to underestimate the cost of failing to maintain equipment, whether they are a user or a supplier – not only the fi nancial cost of shorter product lifetimes but also the perceived cost in terms of quality and reputation. I’d also advise them to make sure they comply with all the latest health and safety legislation – they could be so exposed if they don’t.

And fi nally I’d advocate knowing your limits. Whilst it’s admirable to focus efforts internally there is also a point where it really is advisable to ask for help in areas outside of your expertise.

"We also work with certain customers to identify what is important to them and to develop bespoke solutions that meet their individual requirements. This might mean holding items of specialist stock that are unique to that customer or it might mean working with them to develop a training programme that addresses specifi c workplace issues."

8 | Jan/Feb 2009 | ME

The majority of units provided by the Original Equipment Manufacturer (OEM) use V-belt drives for power transmission, mainly based

on cost considerations. Here we explain how plant maintenance managers can save energy and CO2 emissions, maintenance costs and total drive costs by making a drive conversion to synchronous belt drives.

Energy Saving Through Higher Effi ciency

One major advantage of synchronous belt drives is their high effi ciency. Effi ciency of any system is a measure of the power loss associated with the motor, the bearings and the transmission. Any loss of power is a loss of money. By minimising the losses in the system, the cost of operating the drive is signifi cantly reduced. In line with the requirements of the Kyoto Protocol, higher effi ciency motors are being used more often by OEMs to reduce power loss. However, even a high effi ciency motor’s advantages can be underutilised if the most effi cient transmission alternative is not chosen. It is often found that the gains made by optimised belt selection are signifi cantly greater than those achievable by the switching to high effi ciency motors.

In belt drives energy losses can be separated into two categories, torque and speed loss. Torque loss results from the energy required to bend the belt around the pulley or sheave. Since V-belts generally have a much thicker cross section than synchronous belts, more energy is lost to bend the belt around the sheave. Figure 1 shows the dimensions of belts having similar power capacities. Also, V-belts operate through a wedging action with the sheave, thus generating heat caused by friction between the belt sidewall and the groove surface. Thevre is more heat lost through this wedging action than from the minimal rolling friction generated as a synchronous belt tooth enters and exits the pulley grooves. This energy lost as heat (due to friction) also causes torque loss.

The other means of energy loss in belt drives, speed loss, is the result of belt slip and creep. Synchronous belts now do not slip because of

their positive tooth/groove engagement nor are they subject to belt creep. Due to increasing speed and torque losses, V-belts drives’ effi ciency will typically deteriorate by 5 % during operation, even though if they are maintained properly. In case of poor maintenance V-belt drives may even be up to 10% less effi cient whereas synchronous belt drives

A wide range of industrial plants in water treatment, food and pharmaceutical sectors, use a variety of belt driven air handling equipment. These systems can range from fractional power to several hundred kWs. The diversity of drive sizes is matched only by the different types of units and their uses.

Substantial cost saving potential by selecting the right drive system

Arthur Clarke, (left) Senior Engineer Synchronous Belts, and Stewart Queen,(right) Project Engineer Industrial Applications, Gates Power Transmission

22mm

18mm

22mm 22mm 20mm 12mm

2.5mm

“SPC” Section 8M PowerGrip GT3 8M PolyChain GTcarbon

Based on 63kw @ 1450rpm with similar diameter pulleys

Figure 1Since V-belts generally have a much thicker cross section than synchronous belts, more energy is lost to bend the belt around the sheave. Continued on page 11 �

DRIVE SYSTEMSPLANT& MAINTENANCE

ME | Jan/Feb 2009 | 9 Enquire using 1810 at www.maintenanceonline.co.uk/ME

10 | Jan/Feb 2009 | ME

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remain at energy effi ciencies of 98% or better over the life of the belt – see fi gure 2. Belt life is directly related to the right tension, therefore synchronous belts are a more reliable option than V-belts which require frequent maintenance (retensioning). Even though some belt types are supposedly stretch-free, there is no evidence this translates to maintenance free drives. Apart from belt elongation as such, belt and pulley wear impact the friction / slip behaviour of any V-belts drive.

Increased maintenance savingsNext to higher effi ciency another factor to take into

consideration is the potential savings in maintenance costs that synchronous belts offer. The minimal elongation characteristics of synchronous belts virtually eliminate the frequent and periodic retensioning typical of V-belts. As an example, a 2.5 metre long V-belt would require approximately 40 to 65 mm of centre distance take up over the life of the belt. By comparison, a synchronous belt would only require 1 mm of centre distance take up over its life.

Synchronous belts require minimal retensioning because of their high modulus, low stretch tensile cords. A wide range of synchronous belts allow ideal solutions for the individual application requirements. The drives are designed to the needs and thus ensure that the optimal solution for the drive is used. The advantages of high effi ciency applies whether PowerGrip GT3 technology is

used with different cord designs or the latest belt generation Poly Chain® GT Carbon™ for the highest load application with its unprecedented strength due to the use of Carbon tensile cords. Retensioning is basically eliminated.

Total maintenance costs include the time charged for installing new belt drive components, as well as costs incurred for belt retensioning

and replacement. What’s more, downtime costs can be incurred if a facility’s manufacturing process is impacted by maintenance downtime.

For optimum performance, V-belt drives should be run in for 24 hours and then retensioned. V-belt tension checks and retensioning procedures at 3 month intervals are not unusual for well maintained drives. This additional maintenance adds costs that are eliminated by using synchronous belt drives.

Lower total drive cost

While energy and maintenance savings are signifi cant, the total cost of a belt drive system is the most important factor for an end-user. Total cost includes the initial drive cost, energy costs and maintenance costs. Numerous case studies have demonstrated that the higher initial investments in a synchronous belt drive system are more than compensated by the savings made by cutting maintenance and energy costs. To get a clear view of the return that can be obtained from investments in drive optimisations in each individual case power transmission expert companies can perform on-site performance evaluations and make tailor-made recommendations for energy and cost savings.

� Continued from page 8

Figure 3Gates’ Poly Chain® GT Carbon™ synchronous belts have patented carbon tensile cords which provide high strength and length stability with improved shock load and fatigue resistance, while reducing stretch and increasing fl exibility.

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DRIVE SYSTEMSPLANT& MAINTENANCE

Figure 2Synchronous belt drives remain at energy effi ciencies of 98% or better over the life of the belt whereas V-belts effi ciency will deteriorate by 5% and in some cases to 10% during operation.

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Figure 4Gates’ PowerGrip® GT3 belts, made of a highly advanced combination of materials, are well suited for replacements of V-belt drives in a wide range of industrial applications.

12 Jan/Feb 20098 | ME

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ME | Jan/Feb 2009 | 13

Maintenance Strategy

Your best and possibly only shot at persuading top management requires selling solutions fi rst to

Operations, Engineering, and any other stakeholder departments. If Operations management can be deeply involved in developing a maintenance strategy that benefi ts both Maintenance and Operations, you have gained an important ally. The maintenance strategy must provide a long-term game plan complete with measurable goals and objectives, in light of the operations and overall business strategies.

Once a strategy is completed, targets are set, an implementation plan is drafted, and a measurement system for helping manage the program is proposed (ie, a proper CMMS), then you have a solid case to present to top management.

Budgeting in a Cost-Conscious Economy

Top of mind for most senior executives these days is how to squeeze more profi t out of the company through reduced costs and increased sales. Maintenance cost savings can be substantial, especially considering savings sourced from Operations. Thus, once a strategy is formulated, a budget showing costs and savings of implementing the plan must be prepared, using the CMMS as the key planning tool. To present a budget to top management without fi rst selling a maintenance strategy, leaves seemingly arbitrary budget cuts as a viable option for top management, especially if it appears to have worked in prior years without short-term consequences. Use the CMMS to determine

• where to spend more money (eg., aging equipment that is cheaper to replace than repair)

• where to cut the budget (eg, dropping the level of spare parts inventory where turnover is low), and/or

• the consequences of cutting budgets too deeply (eg, show the correlation between PM spending and equipment availability for a given production line).

Contract vs In-house MaintenanceMany companies are investigating contract

maintenance as a means of reducing overall maintenance costs in these tough times. However, there are numerous considerations which must be explored before going this route. A thorough cost/benefi t analysis is required before replacing any part of your in-house maintenance staff, regardless of how frustrated you may be with labour relations. Use the CMMS to build a business case to show the net benefi t/cost of contract maintenance.

Human Resources Issues

Many organizations have enjoyed considerable benefi t from better matching of maintenance tasks with the most appropriate people to do the work. Total Productive Maintenance (TPM) teaches us the advantages of transferring responsibility for simple maintenance tasks to the equipment operators. This includes minor adjustments, lubrication, inspections, set-ups, clean-ups, and even simple part replacements. For some labour unions, this is too radical a departure from the comfort of their existing labour contract.

Multi-skilling is another human resources concept that has garnered attention. Maintenance management sees multi-skilling as a way of better matching the training of individual maintenance workers, with the complex mechanical, electrical and electronic skills required to maintain modern equipment. Labour sees it as de-skilling workers, ie., maintenance workers are trained with such a high degree of specialization that skills are no longer transportable from one company to another. To address this valid concern, the prerequisite for maintenance workers entering a multi-skilling program should be a trade such as electrician or mechanic.

Probably the area of highest impact in the human resources arena is establishing standards of excellence for each line item on the job description of every maintainer. Standards are set for safety, quality, performance, and skill requirements for the job. Standards can be built into the CMMS and variances tracked against actual results. This is a time-consuming exercise, but it provides workers with a sense of what is expected, and management with the necessary framework for increasing productivity.

Redesigning Maintenance Processes

Business process redesign is simply questioning why and how things get done. For example, by examining reports from a CMMS you may determine that the work order process is not working. The signs may be multiple work requests for the same work, poor response times, or a large list of incomplete work orders. By studying the work order process, from identifying a maintenance problem to completion of the fi x, you may discover unnecessary or ineffi cient steps. This, in turn, leads to development of a more streamlined process with fewer steps, less paperwork, more responsiveness, and greater fl exibility. Process redesign is best accomplished in a workshop environment with wide representation from Maintenance and Operations.

This column describes some of the basic building blocks needed for improving maintenance productivity. Maintenance management must understand these concepts thoroughly, and sell top management on their application.

PLANT& MAINTENANCE

Back to Basics on Improving Maintenance Productivity

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T R A N S A T L A N T I C V I E W

David Berger

The Business IMPACT of Enterprise Asset Management

14 | Jan/Feb 2009 | ME

Chapter 7

Best Practice

Getting it right …

We all want to get it right. For most of us, it’s one of the fi rst things we can remember, that applause from an adoring mother as we fi nally

manage to pile three bricks on top of each other.The challenges get bigger as we get older – but then,

so do the rewards. Get it right in running a business, and the prize is profi tability, growth, and a successful company. By that time, though, we’ve learned a bit about

problem-solving, and instead of simply trying and trying again until the bricks stay in place, we know it’s a good idea to watch and learn from the way other people have tackled similar challenges.

That, put simply, is the theory of “best practice”. We decide the goals – what we want to achieve, and the business strategy we’re going to adopt to get there – but if someone else has trodden a similar path before us, it would be foolhardy not to profi t from their experience.

So why doesn’t everyone do that …?

That proposition is so obvious that it almost doesn’t need saying – except that, since companies often don’t follow that rule, it clearly does. To take just one example from the manufacturing sector, one recent survey suggests that around half the maintenance work that is done is unnecessary. That’s an awful lot of wasted time and money.

So why don’t companies follow the best practice rule in managing the assets on which they rely? Industry observers say there are three main reasons – they aren’t aware of what the current best practices are; if they were, they wouldn’t know how to put them into effect; and even if they knew how to do that, they wouldn’t have the motivation anyway.

Best practice rules may vary from industry to industry, even from company to company, but it’s important to describe the possible benefi ts, and to consider ways in which they can be implemented.

Taking control …

Automation is a tool, an enabler. Nothing less but certainly nothing more.

It isn’t enough simply to install an EAM system and let it do the work. One of the key messages of this book has been the potential of automation to drive effi ciency and profi tability throughout the organisation, but it’s also important to remember that it is the manager who remains in charge. He is the man using the tool, and it’s his responsibility to use it skilfully.

An automated asset management system can identify areas where easily achievable savings can be made and procedures improved quickly – in the management of inventories, for instance, where correct and consistent item descriptions can rapidly reduce duplication and make individual items easy to track across the organisation.

It can establish priorities – by tracking how and when assets fail, it can fl ag up persistent problems and analyse them. Then the system can automatically start the actions that will control them and prevent them recurring. Similarly, it can help to develop a green business strategy, by scheduling inspections for individual assets where failure might result in environmental damage, or by establishing a programme of preventive maintenance to concentrate on reducing the environmental impact of the operation.

Or it can track the progress of a business plan, and measure actual performance against the targets set out in the plan.

The cost implications of all these examples are fairly obvious. But the onus is still on the organisation’s management to take advantage of the information

PLANT& MAINTENANCE

The serialisation of IBM’s Enterprise Asset Management book, which we commenced in the May/June issue of 2008 (Vol 8 Issue 3), concludes in this issue with the publication of Chapter 7 (Best Practice) and the Conclusion. If you have missed any issues since May of last year you can still access the electronic versions at www.maintenanceonline.co.uk

We hope you have found this series of interest and value. If you would like further information on Enterprise Asset Management, or would like a copy of the book, visit www.eamresourcecenter.com or enter 1899 at www.maintenanceonline.co.uk/ME

ENTERPRISE ASSET MANAGEMENT

ME | Jan/Feb 2009 | 15

that they are provided with, and to create a business environment where the implications of that information are refl ected in behaviour throughout the company, right down to the mechanic on the production fl oor.

And before the managers can do either of those things, they have to decide exactly what it is they want the automated management system to measure.

A business tool …

So that’s the fi rst example of best practice. The organisation has to decide what aspects of its performance are most important – what are its key performance indicators – and how they are to be measured. They may be set against similar data from other companies, or they may be compared with the company’s own past performanceor its business plan.

The automation solution may be modifi ed to refl ect the company’s specifi c key performance indicators – the benchmarks against which progress will be measured. It’s never too late to implement them – but the sooner that job is done, the better return the company will see on its investment.

It’s about taking control: from the very beginning, the automated asset management system is being used as a business tool rather than as some sort of sophisticated magic talisman. From then on, the success of the implementation of the system depends on the organisation and culture of the company – on how automation is supported, and on how much effort and commitment is invested in the best practice strategy.

For instance, manufacturing companies are traditionally not very good at tracking detailed information about their assets. The information given on the name plate of the item, for example – its age, its power consumption, details of its manufacture – can all be used by an automated system to trace individual pieces of equipment, identify similar items, and rationalise their deployment anywhere in the organisation.

That’s another example of best practice – and once again, it’s the company managers who are in control.

Once the company’s performance has been measured, then it’s possible to draw up a strategy to close the gap between the present performance and the business plan; the whole purpose of gathering the data is to use it in making management decisions. To help make results visible, every company should have a member of staff who can write good report specifi cations in order to turn information into policy and progress – one more example of best practice.

The motivation…

The other reason that we mentioned for not putting best practice into effect – the motivation – has, quite simply, been the subject of the whole of this book. Best practice is about getting the best out of an automated asset management solution – which means the best cost savings, the best improvements in productivity, the best effi ciency, the best profi tability.

This is the next generation of IT that industry has been waiting for, offering companies profi tability in the present, and the potential for growth in the future. That, surely, should provide all the motivation needed to ride this revolution.

Enquire using 1815 at www.maintenanceonline.co.uk/MEContinued on page 17 �

16 | Jan/Feb 2009 | ME



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Best Practice

ME | Jan/Feb 2009 | 17

ConclusionIn the bad old days, the non-IT specialists on the business

side of the organisation were scared of the technology. Today, when the grumpiest technophobes have more computing power in their desktop PCs than was used to power the fi rst moon landing, when their mobile phones, their cars, and their washing machines are driven by computer, those days are history.

Everything in business is changing rapidly – the workforce, attitudes to risk and opportunity, environmental awareness. And the economic environment is changing fastest of all. Globalisation, increasing competitiveness, and the drive for profi tability – anyone who stands still today is likely to end up watching the backs of their competitors as they vanish into the distance. Inertia isn’t an option.

In a cut-throat world, you need to be able to play to your strengths. You need to know what assets you have available – people, IT services, production equipment, technical equipment or whatever – and you need to manage them and deploy them quickly, effi ciently, and effectively. Management of assets throughout the enterprise is about using what you have to the full – squeezing as much as you can from your investment. To do that, you need the technology.

But if people in business are no longer scared of the

technology, many of them still don’t really trust it – and if this book has been about anything, it’s been about why they should. It’s not just a matter of coming to terms with it, but of embracing it. At every level of the organisation, the new generation of IT can enhance the lives of the employees and revitalise the company.

In the previous chapters, we’ve seen how technology can bring the maintenance of sophisticated equipment within reach of the plant operator; it can take control of the company’s entire asset management process onto a single platform, with all the benefi ts of the simplicity that it involves. It can help to build a knowledge bank, preventing vital expertise and know-how from draining away; it can provide the basis of a green strategy; and it can enable the organisation to implement a coherent risk management policy.

More than anything, it’s a question of attitude – of accepting the benefi ts technology can bring, of welcoming it into the organisation, and then committing investment, assets and time to see that it runs effi ciently. But keeping in control of the technology and deriving the maximum benefi t from it is also a question of knowing where you can go for help when you need it.

That, of course – fi nding someone you can trust, with the experience and the commercial and technical knowledge to be able to help you, and the track record to show that they’ll do it – is a business decision. And whatever else the technology can do, it can’t make the decisions.

That’s up to you.


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Vieweedd bby too many for too lloonng in inndduustry as just anotherr ooperatingcost, maintenance llooooks set to play a far moree iimmportant rolein the futurree economic health of manuffaacctturing companies. As tthhegglloobbal ‘credit crunch’ rappiiddllyy turns iinto a ‘capital crunch’,, ddeclininglevels of investmmeenntt in new capital equipment wwiillll focus attention onmaintennaannce strategies aimedat rreedducing downtime anndd maximising the effi cciieenncy existing equipmmeenntt.

Lubrication is one of the fundamental strategies of machinery maintenance and lubrication systems themselves can benefi t from a maintenance strategy

designed to improve the effi ciency of oils and prolong their useful working life.

Over the course of that working life, it is inevitable that the performance of oils and lubricants will gradually degrade as they become contaminated with particles and/or moisture. Particulate contamination generally stems from metallic wear of bearings and other rotating surfaces, which will worsen as the oil loses its lubricating properties through such contamination. Similarly, water ingress into hydraulic and lubricating oils, via leaky seals

and gaskets, can lead to bacterial and fungal growth that in turn can cause more leaks and oxidation of bearing surfaces, and hence more metallic wear.

Stopping this downward spiral of gradually deteriorating oil quality and the consequential fall off in machine effi ciency is the goal of a predictive maintenance strategy for lube oil systems. Based on relatively low-cost condition monitoring equipment and a proactive approach to system fi ltration, this strategy provides the maintenance engineer with all the information needed to keep oil and hydraulic systems in peak condition and optimise the timings of oil and fi lter changes.

Monitoring oils for contamination was traditionally a matter of sample analysis, in which a small sample of oil would be taken periodically and sent to a laboratory for routine measurement of particulate and moisture content. Time consuming and costly in terms of support services, such off-site investigations can now be replaced by the latest generation of condition monitoring instruments, which can deliver the same results quickly and accurately at the point of use.

For initial indication of impending oil deterioration, handheld devices are available that measure the oil’s dielectric constant, highlighting changes brought about by contamination. More specifi c monitoring of contamination levels, however, can be provided by laser-based particle and water detection systems. These can be quickly and easily connected up to the oil system whenever measurements are required, or mounted permanently in-line for continuous condition monitoring.

Laser-based instruments (for example the LaserCM and IcountPD from Parker Hannifi n) use extremely precise light beam technology, linked to integrated photo diode sensing cells, to measure particles down to a few microns in size. Quantitative and qualitative data (that is, how many and how large the particles are) can be recorded and downloaded into trend analysis software that can show up any slight changes in oil condition. In true predictive maintenance fashion, this enables corrective action to be taken before a major problem presents itself.

Potential problems stemming from moisture ingress can be similarly pre-empted, eg the Parker Hannifi n H2Oil water-in-oil monitor – a portable instrument that can be dynamically connected to an in-line sensor or a single point sampler. It is essentially a two-channel non-dispersive absorption spectrometer giving accurate measurements of absorbed water contamination from 0-3000ppm. Permanently installed in the lubrication or hydraulic system, such monitors give an immediate indication of oil condition via a simple LED display, along with full communications capability for remote monitoring.

On-line monitoring of oil condition is, however, only part of the maintenance strategy. Picking up on possible problems at an early stage is all very well, but some action needs to be taken to prevent problems in the fi rst place. And that action should start with an examination (and replacement if necessary) of the oil system’s fi lter units, since the very fact that contamination has been detected demonstrates a fall off in fi ltration effi ciency.

By combining low-cost condition monitoring of both oil and fi lters in this way, the maintenance engineer might even end up being looked upon not as a cost, but as a cost-cutter and signifi cant contributor to the company’s bottom line.

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18 | Jan/Feb 2009 | ME

ME | Jan/Feb 2009 | 19


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Every now and then, a new solution comes along and changes your thinking.

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ME | Jan/Feb 2009 | 21

Scheduled for 18 March at Birmingham’s NEC, the Summit – chaired by

former trade union chief Lord Bill Jordan CBE – includes papers and case studies from leading lights in the fi elds of ‘lean’ plant management, lubrication technology, condition monitoring, automation, and energy effi ciency.

Between them they’ll address the need to understand the key challenges and opportunities impacting on the asset management and maintenance functions going into the next decade. And they’ll give guidance on how to get board-level attention to change the behaviour of front-line employees in order to deal with these challenges and exploit the opportunities.

easyFairs® UK Managing Director Peter Heath, said: “We’ve assembled a line-up of pre-eminent voices in the maintenance sector; the case study presentations will show how many of the UK’s leading manufacturing and process industries are responding to their challenges.”

Lord Jordan, who spent 20 years working with GKN in the West Midlands, is former President of the Amalgamated Engineering Union, member of the Foundation for Manufacturing and Industry, and General Secretary of the International Confederation of Free Trade Unions.

Now Governor of the Ashridge Management College and President of RoSPA, he said: “The MAINTEC Summit promises delegates an opportunity to benchmark their asset management capability, set performance expectations, better manage the risks and regulatory pressures, and build a business case for change. And, crucially, it will highlight why asset management should be considered a value adding operation, not merely an overhead.”

Joining Lord Jordan is David Wright, Chief Executive of the West Midlands Manufacturing Advisory Service, who delivers the MAINTEC 2009 Industry Address. Mr Wright will consider the health of UK manufacturing and highlight performance enhancing opportunities.

Award-Winning Case Studies

The fi rst of three award-winning Case Studies focuses on a systematic lean production scheme introduced at Gates Power Transmission in Dumfries, which manufactures hi-tech rubber belts and hoses for industrial, hydraulic, agricultural and automotive applications.

Now in its fi fth year, the project – which won the ‘Best Engineering Plant’ accolade at the 2008 Best Factory Awards – has resulted in productivity, quality, fl exibility and capacity gains, whilst operational costs, stocks, lead times and cycle times have been reduced by eliminating all surplus activities.

David Wilson, Director of Factory Operations at Gates Power Transmission, said: “Before we embarked on our lean system our defect level was between six and seven per cent – this year that’s now down to under one-and-a-half per cent. Similarly, we’ve reduced our raw material usage by just over a third.

These are terrifi c improvements, but another big plus is that the project has involved staff across the whole of the business. It’s a big morale boost to workers when they can see their efforts are directly impacting on company effi ciency.”

The Paper will be co-presented by Ross Nagle, Vice President Manufacturing, Europe.

A second award-winning Case Study being presented at the Summit comes from Schaeffl er UK’s automotive engine components plant in Llanelli.

Commitment to continuous improvement across all functions, including maintenance operations, saw the company collect the Best Manufacturing Award at this year’s Wales Quality Awards.

Schaeffl er UK Process Manager Derrick Lewis, said: “Suggestions were sought from all departments;

The keynote speaker line-up for a new Summit Conference at easyFairs® MAINTEC 2009 has now been confi rmed – and it features some of the UK’s foremost authorities on asset management and maintenance issues.

New easyFairs® MAINTEC Summit Conference attracts Industry Experts

Lord Jordan-of-Bournville

22 | Jan/Feb 2009 | ME

it’s been a very inclusive Continuous Improvement Programme. A team has been set up to tackle quick

“fi x it now” remedies, whilst those requiring a higher level of implementation are dealt with by project workshops.”

In the third case study Jason Lehman, Total Productive Manufacturing Leader, at the Leeds plant of Kodak Graphic Communications Group (GCG) will take delegates through the site’s TPM Journey. Kodak GCG manufactures three quarters of the world’s Electra, offset-litho printing plates and in 2008 won a Highly Commended accolade in the Best Process Plant category at the Best Factory Awards.

Maintenance Budget Judgement

Elsewhere, John Woodhouse, MD of The Woodhouse Partnership – an international authority on the management of industrial risk, asset performance and life cycle costs – explains how plant managers can best judge where, when and how to apportion their maintenance budget.

He said: “It’s an ongoing headache: how to demonstrate, justify and ‘prove’ that preventive action is worthwhile, when the benefi ts are based on assumed probabilities and uncertain risks?

However, there are structured methods for estimating the risks, examining the uncertainties and calculating the point where intervention is optimal. These include some clever ways of merging any hard evidence of equipment condition, performance or failure data with the, normally un-quantifi ed, knowledge and expertise of operators, maintainers and engineers.”

John’s Paper highlights a number projects demonstrating how maintenance has been ‘business-optimised’ with a full transparent audit trail of what is worth spending, why and when.

Representing the Institute of Asset Management, Paul Wheelhouse, will use various studies to show

how UK factories must raise their game in order to remain competitive.

In addition to Continuous Improvement methods, Paul will illustrate the difference between sporadic and chronic failures with descriptions about how each type of failure needs to be addressed within a CIP.

Shell UK’s Industry Business Manager Ian Shannon discusses how industry can save energy, cut costs and reduce emissions through the use of sophisticated lubrication technology.

And Phil Tugwell, Senior Consultant at industry plant and process training company MCP, draws on his work with a coal-fi red UK power station – believed to be the fi rst of its kind to adopt a lean initiative – that has reduced waste, driven effi ciency and boosted business performance.

“In the past, as power stations have guaranteed audiences and a monopoly of supply, there’s never been a compelling reason for them to become more effi cient,” said Phil.

He continued: “However, the energy sector is increasingly looking to slim-line operations, and this project alone delivered more than 400 continuous improvement plans and generated 1,100 ideas. These ranged from simple measures like moving a valve to make it more accessible, to major process overhauls that have taken two days out of the procedure.”

Phil’s paper will identify the elements of lean that are applicable to the power industry and also illustrate how continuous improvement can be implemented across a business, engaging staff at all levels within an organisation.

• To book a place at the MAINTEC Summit Conference, and to take advantage of ‘early bird’ delegate prices, call Lucy Daley on 0208 622 4468 or email [email protected]. To see the full conference programme go to www.easyfairs.com/

maintecuk.

“It’s an ongoing headache: how to demonstrate, justify and ‘prove’ that preventive action is worthwhile, when the benefi ts are based on assumed probabilities and uncertain risks?...”

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ME | Jan/Feb 2009 | 23


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IDHAMMAR SYSTEMS – keeping industry moving and improving

Abandonment of preventive maintenance or across-the-board task interval extensions are possible but risky responses to squeezed maintenance budgets. The author shows how, for a relatively modest effort,

the maintenance department stays in control and up to 50% savings can be achieved without compromising plant performance or employee safety.

Cutting Maintenance Costs — Safely

John GallimorePrincipal Consultant, GGR Associates Limited

Maintenance has historically been the Cinderella department. When any cut-back has been required, the axe can be expected to fall there

pretty quickly. A common response in industry is to stop or severely curtail planned preventive maintenance (PM). When plant subsequently fails, there is an obvious excuse ready to be paraded, “We had to cut out all inessential maintenance”, and clearly a breakdown takes precedence over less immediate threats. Given this handy excuse, more cynical maintenance managers may not be too opposed to slashing PM tasks. An alternative response to the demand for savings may be an arbitrary extension to all PM intervals (double them?). But surely we can and should do better than this?

The nature and consequences of failures

The key lies in understanding the nature and consequences of plant failures. From this we can see logically if PMs are required, what we should do (and not do), and how often we should do it – rather than just throwing in the towel and abandoning preventive maintenance. Failures can be divided broadly between those that occur randomly and those that are age-related (items wear out). In addition,

the plant or plant item may show warning signs before it fails and stops working, or failure may without warning and virtually instantaneous. These characteristics dictate

what types of preventive maintenance might be effective and worthwhile. If the PM task is not appropriate for the nature of the possible failure, it can be dropped without compromising safety or plant performance. If the task interval is too long, failure may occur between PMs - in which case they have been wasted. If it is too short, maintenance effort is again being wasted. There is good logic available for deciding whether a PM task is appropriate and how often it should be done, and it need not take many seconds to apply this logic.

Dealing with less serious failuresWhere the consequences of failure are not severe –

no-one is likely to get killed or injured and no signifi cant downtime is likely to occur – probably all that should be done is to keep the plant clean and lubricated. Any other PM tasks should be dropped unless there is an obvious high return – big savings for little effort. Cutting out cleaning and lubrication tasks only provides short-term benefi t since lack of proper attention to these two aspects results directly or indirectly in a signifi cant percentage of all failures. It may also be appropriate to make cost savings by transferring responsibility for cleaning and maintenance from maintenance to operations (if this has not already happened). But be sure that whoever does it is competent and knows what to do. Any change of duties has training implications.

Where the failures are seriousIf the consequences of failure are more serious, we

need to decide which PM tasks would be worthwhile and drop or amend the rest. Unless the plant (or component) fails with age or use, regular overhaul or replacement will not prevent failure and is therefore not worthwhile and should be dropped. Sticking with serious consequences, if failure does occur through predictable wear-out, we need to get as much life as we can from the plant and minimise our costs. We ask the question, “Are there warning signs before failure?” If so, it will usually be more cost effective to make simple condition checks and replace when wear is apparent rather than replace at fi xed intervals. As a simple example, Vee belts may crack before they fail. This may be easy to spot and can extend the interval between belt changes to the maximum possible. See Figure 1.

If fi xed interval overhaul or maintenance is essential, perhaps on account of plant unavailability for maintenance except during planned shutdowns, it may still be appropriate to extend the interval. An assessment of the risk incurred by so doing is then necessary.

Most failures occur randomly and, as established

Make sure you decide where the savings take place!

Condition Cracks become detectable

Belt brakes

TimeFailureTime

Set condition checks at shorter intervals that the time from signs

of failure becoming detectable to failure actually occurring (the

‘failure time’)

Figure 1

PREVENTIVE MAINTENANCEPLANT& MAINTENANCE

ME | Jan/Feb 2009 | 25

above, fi xed interval overhauls or replacements are not appropriate and any currently done are obvious candidates for making savings. Given the risks inherent with intrusive maintenance, they may well increase the risk of failure. We have just two options here for potentially serious random failures:

•• Condition-based maintenance, where we check for signs of starting to fail as in Figure 1, or

•• Redesign, to design out the potential failure.

Where the failure consequences are not serious, run-to-fail (no preventive maintenance) is an alternative to redesign.

Hidden failures and protective systemsNot mentioned so far are the hidden failures that are

mainly associated with protective systems – interlocks, relief valves, etc. It is always necessary to ask whether a failure would be apparent. If not, the most likely PM task will be failure fi nding (or proof testing). Typical PM tasks here would be periodic functional tests of emergency stops, alarms and pressure relief valves.

Few protective systems are subject to predictable wear-out and failure is usually random. Since the ultimate consequences of protective systems failing are often serious (the systems would not have been installed otherwise), PMs here should never be discarded without due consideration. That said, the interval between failure fi nding checks should be open to review. Somewhat surprisingly, there is little guidance publicly available on how often the checks should be made. Yet lives could be at risk if you get it wrong or you could be wasting a lot of resource if the checks are too frequent. The savings that can be made here are in direct relation to the reduction in checking frequency so they could be considerable.

Cutting out ineffective PMs: getting the PM intervals right

The process of eliminating PM tasks that are not worthwhile and setting task intervals as long as can be justifi ed is taken in two steps. The fi rst step is to identify what fault or failure the task aims to prevent and to understand the characteristics and consequences of the failure, see Figure 3.

Life

Time

Conditionalprobability of failing Marked increase in

failure rate starts

Set the overhaul or replacement interval close to but less than

the predicted ‘life’

Figure 2

The Failure• What fault or failure is the PM task aiming to

prevent?• Is the failure apparent (if in doubt, assume “no”)?• How serious is the failure (safety, environmental or

production consequences)?• Is the failure age-related or random?

www.ggrassociates.co.uk

The approach outlined above is applicable in general manufacturing and process industries, and the level of documentation can be kept light. For more critical processes and industries, the review process logic may be extended and comprehensive documentation of the changes prepared.

The results that can be expectedThe benefi t from this approach is that PM tasks

that are inappropriate or not worthwhile are weeded out. Those that remain get carried out at the longest interval that can be justifi ed with reference to the failure characteristics. Plant performance should not suffer as the maintenance effort and cost is trimmed. In practice, a check should also be made that all protective systems are being properly maintained even if no PM tasks had previously been set.

Reviews of PM tasks following the logic outlined above in food, drink and pharmaceutical companies have typically resulted in reductions in scheduled PM task workload of 30 to 50%. Furthermore, the review process can be completed for most plants in a matter of days. After a brief period of training and demonstration, maintenance managers usually take over and complete the review process without further assistance.

The arbitrary axing of PM tasks or reduction in their frequency will adversely affect plant performance and can put employees’ safety at risk. Given the ease and speed with which a sound PM regime can be established at much reduced cost, it should be a no-brainer.

Figure 3

The PM Task

Where failure consequences are not serious:

1. Cleaning & lubrication • Extend interval as far as is practicable within the plant item’s

‘failure time’, or

2. Other task types • Discard unless the PM cost is low and the benefi t is high

Where failure consequences are serious:

1. Cleaning & lubrication • Extend interval as far as is practicable

2. On-condition tasks • Extend interval as far as is practicable within the plant item’s

‘failure time’, or

• Discard task if not worthwhile

3. Fixed interval overhauls and replacements

• Discard task if failure is random, or

• Replace with an on-condition task where practicable, or

• Extend interval as far as is practicable within the item’s expected ‘life’

4. Failure fi nding • Extend interval as far as is practicable consistent with risks and reliability

Figure 4

The second step is a review of the task itself to see if it is worthwhile and to amend it or drop it accordingly, see Figure 4.

PREVENTIVE MAINTENANCEPLANT& MAINTENANCE

26 | Jan/Feb 2009 | ME



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PLANT& MAINTENANCE

The event comprises a one-day conference with technical papers and case studies by some of the UK’s leading Condition Monitoring, CMMS

and Lubrication suppliers, supported by Maintenance Strategy Implementation specialists. Each presenting company will have a small exhibition stand where delegates can obtain further information, and see demonstrations of equipment, software etc featured in many of the presentations.

In addition there will be a number of one-day and half day seminars taking place, for example on electric motor maintenance, lean maintenance, overall equipment effectiveness and enterprise asset management.

The Exhibition will focus on companies providing the

The Conference (30 minute sessions presented by industry experts) will cover a wide range of topics and will, in the main, be based on real life examples of the application of technology and the benefi ts that can be gained by adopting a predictive and preventive approach to maintenance and plant management.

OUTLINE PROGRAMME

09.00 Registration

Paper1 Thermography

Paper2 Maintenance Benchmarking

Paper 3 Electric Motor Diagnostic

Break

Paper 4 Condition Monitoring

Paper 5 Asset Management

Paper 6 Line Pump Monitoring

Lunch

Paper 7 Filtration

Paper 8 Asset Management

Paper 9 Mechanical & Electrical Engineering

Break

Paper 10 Geared Motors

Paper 11 Computerised Maintenance Management

17.00 Close

FIRST ANNOUNCEMENT

A one-day Conference, Seminar Programme and ExhibitionTuesday 2 June 2009, Chancellor’s Conference Centre, Manchester

The following is just a sample of the presentations on offer

Fluke (UK) will describe how a major European Train operator used thermography to identify at an early stage abnormal temperatures on cable, connections and components that could indicate potential component failure, loose or corroded connections. This reduced fi re risks and increased overhaul maintenance effi ciency.

Sandy Woodley from Megger Ltd will show how the use of polarisation index (PI) step voltage (SV) and dielectric discharge (DD) can be used to predict failure in a preventative maintenance programme.

Jeremy Lineham of Alpine Components will describe how service and manufacturing industries can utilise ultrasound to save energy and downtime.

Case studies from Yorkshire Water and Northumbrian Water will be used by Stephens Owens of IFM Electronic Ltd to illustrate condition monitoring applications for bearing problems, unbalance and cavitation, also the monitoring for cavitation through pressure monitors. The processing of signals into standard control outputs/networks and integration into scada will also be discussed.

Praxis is a condition monitoring partnership between Corus and Schaeffl er. Praxis’ leading industry experts will present an in-depth understanding about protecting key assets in order to achieve maximum plant effi ciency.

Nord-Gear Ltd will explain how users can save up to 40% on their electric bills by selecting the correct type of geared motor.

equipment and technical expertise so vital in monitoring the critical machinery or process parameters on which maintenance strategies should be based. Products and services on show will include:

� Asset Management & Condition Monitoring Consultancy

� Computerised Maintenance Management Systems� Condition Monitoring Equipment� Electric Motor Testing and Troubleshooting

Equipment & services� Maintenance Management Consultancy� Maintenance & Asset Management Training� Thermographic Equipment & Services

NOTE. Any company interested in receiving details about exhibiting and presenting a Technical Workshop should contact Darrell Moffatt on +44 (0)1252 783111

You can pre-register to visit the exhibition at www.maintenanceonline.co.uk , to make sure you receive your visitor badge in advance. Alternatively, call +44 (0)1252 783111 to register or enter 1900 at www.maintenanceonline.co.uk/ME Continued on page 31 �

ABBAlpine ComponentsBanyard GroupC Works Systems IncCorus Northern Engineering ServicesESS Ltd

Fluke UK LtdIFM Electronic LtdInforJ&P GroupM&R HydraulicsMaintenance & Engineering Magazine

Megger LtdMTAS LtdNord Gear LtdSAV NetworkSchaeffl er (UK) LtdWhitelegg Machines Ltd

Exhibitor List as at 9 January 2009

28 | Jan/Feb 2009 | ME


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ME | Jan/Feb 2009 | 29


Enquire using 1838 at www.maintenanceonline.co.uk/MEEnquire using 1836 at www.maintenanceonline.co.uk/ME

Industry’s preferred partner is back at Maintec

Visit us on stand 147-164 at Maintec 2009to find out why, with a heritage of 150 years, no one is better placed to provide you with the global technical services your company needs.

David BrownTel: +44 (0)1484 465500Email: [email protected]: www.davidbrown.com

engage the excel lence

Want to maximise the efficiency of your plant and production? Come and see gear technology specialist David Brown at Maintec 2009. We’ll be showcasing our new aftermarket value stream using actual case study material and explaining how we’ve comprehensively reorganised our aftermarket activities to concentrate on your key requirements: reduced lead times, excellent customer support and the highest levels of technical competence and quality.

Our ability to offer detailed applications knowledge backed by an extensive range of aftermarket support services truly sets us apart:

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30 | Jan/Feb 2009 | ME

PLANT& MAINTENANCE


Running alongside the Conference will be a series of one and half-day seminars, for example:

And a one-day seminar on:

Lean Maintenance Lean Maintenance was developed to clarify the role of the maintenance function within a Lean Manufacturing or Six Sigma improvement programme. Experience shows that engaging Maintenance within a Lean programme can deliver as much as 50% more performance benefi ts than programmes which do not. Lean Maintenance provides a route map to deliver high levels of reliability and transform the role of maintenance from one of risk management to

that of catalyst for releasing new value from operations technology.

This one-day workshop leads participants through a structured review process to align current maintenance practices with the needs of Lean Manufacturing. The exercises featured in the review are supported by case study examples that illustrate these needs.Delegates will take away a comprehensive workbook containing briefi ng notes and supporting templates so that they can carry out the review process back at the workplace. The programme ends with a session

devoted to the development of action plans which could include actions for:

� Setting priorities� Defi ning roles� Assessing skills� Refi ning cultural drivers� Setting key performance measures� Raising equipment and departmental standards� Developing the lean maintenance transformation plan

What delegates attending this seminar will gain

� Experience of how to assess current maintenance team and departmental priorities;

� Understanding of techniques to assess equipment/process criticality and develop a common set of priorities with production and other internal customers;

� Awareness of a Lean Maintenance transformation route map

� An understanding of the management and maintenance team activities needed to support Lean Manufacturing or Six Sigma improvement processes.

The full programme, together with pricing structure and registration form, can be seen at

www.maintenanceonline.co.uk

You can also pre-register as a visitor for just the exhibition from the site, thus making sure that you receive your visitor badge in advance

Alternatively, call +44 (0)1252 783111 to register or enquire using 1900 at www.maintenanceonline.co.uk/ME

Keep Electric Motors Running – a one-day seminar

08.30 Registration

09.00 Predictive Maintenance Programmes

� � The theory and background to predictive maintenance

� � The reasons why electric motors fail � � Analysing the three maintenance

options � � The correct choice for a successful

programme

10.15 Break

10.30 Basic Motor Theory

This session will look at motor theory across the board:

� � AC - induction and synchronous � � DC - brushed and brushless, as well as

other types � � Motor failure characteristics � � Motor workshop practice

12.00 Lunch

13.00 Motor Test Equipment - Off Line � � Off line or bench testing, including

equipment styles - analogue or digital � � The components of an electric motor

are discussed, together with an analysis of the areas for potential failure

� � The importance of accurate insulation testing

14.15 Break

14.30 Motor Test Equipment - On Line

On line or dynamic testing offers the greatest accuracy in results as well as the widest parameters for testing, these are:

� � Power to the motor � � The characteristics of the motor whilst

running � � The load against which the motor is

actingActual screen dumps will be analysed and a case history will be presented.

16.00 Questions and Hands-On Testing

A question and answer session, following which participants will have the opportunity to view equipment and motors on operating on bench top test rigs.

16.30 Close

MAINTENANCENORTH WEST

ME | Jan/Feb 2009 | 31

Targeting Cleaning

Targeting Lubrication

Targeting Corrosion

Targeting Welding

Targeting Metal Working

Targeting Fault Finding

Targeting Workshop Additions

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Editor:

John Harris

edit

ori

alco

nte

nts

Call it by a high-sounding name if you must – Terotechnology, Physical Asset Management

– but there is no doubt that there are few more down-to-earth tasks than Maintenance.

Coping with ‘the tyranny of things’ *, their fragilities, complexities, uncertainties and

sometimes downright cussedness (not to mention the vagaries of the people involved), it

usually calls for knowledge and judgement that can only be acquired through service in the

workplace and not through the textbook or lecture room. The academic world can, however,

provide opportunities for acquiring some insights of its own into this trade.

During the last year of our (i.e. Manchester University’s) part-time programme in

Maintenance Engineering and Asset Management each candidate who holds a position in

maintenance management (and most of them do) undertakes a major project improving some

aspect of the maintenance in their own company. The industries concerned have been wide-

ranging: metallurgical, rail transport, power generation, pharmaceutical, food and chemical

processing, etc. etc. – and have involved both medium size enterprises and household-name multi-nationals. My

impression from all this (not, I admit, based on rigorous analysis but which I’m sure is not far from the truth) is that

the starting point of each project has mostly been, and continues to be, a long-established practice of periodic

maintenance and/or overhaul using schedules based either on custom and usage or on the recommendations of

the Original Equipment Manufacturer, or a mixture of both.

Now the question I have to ask is why, after thirty-odd years of development and dissemination of any

number of strategic approaches to it (Reliability Centred, Total Productive, Business Centred, Value Driven, Risk and

Inspection Based, Lean, etc. etc.) let alone of all the predictive techniques, does so much maintenance remain in the

anachronistic state described above? And whatever their comparative merits and de-merits all of these approaches

have been shown to off er, in the right context, some economic advantage. Is it still lack of training and education,

over-complexity, inadequate IT systems, insuffi cient economic advantage, or whatever? Explanations are warmly

invited.

A prosperous 2009 to all our readers.

* Title of an essay by Edward Sandford Martin in The Oxford Book of American Essays, 1914.

35 Turbo-Machinery Tip-Timing Comes of Age

The complexity of a gas turbine makes its maintenance something of a black art. However, the advent of

non-contact tip-timing systems has made it possible to assess turbine blade health and implement condition-

based predictive maintenance routines. Currently, however, the most widely used systems are optical-based,

and the sensors are susceptible to contamination from oil, dust, exhaust gases and even water. This means that

data quality (and therefore reliability) degrades with time, limiting the use of optical-based systems to turbine

development projects or applications where the sensors can be regularly cleaned.

During recent years research has been carried out to evaluate alternative sensor technologies, with the most

promising solution proving to be eddy current probes. Ruggedized for use in the extremely harsh environment

of a gas turbine and tuned to produce results on a par with industry standard optical systems, the tip-timing

eddy current probe looks like a technology whose time has come.

42 Healthcare & Maintenance

There are many similarities between the prevention of illness in humans, and the prevention of failures in

equipment. The history of healthcare is examined through the prism of the maintenance engineer, and

commonalities are identifi ed which provide some food for thought.

Volume 24 No 1

Jan/Feb 2009

THE INTERNATIONAL JOURNAL FOR ALL THOSE CONCERNED WITH THE MANAGEMENT OF PHYSICAL ASSETS

ME | Jan/Feb 2009 | 33

34 | Sept/Oct 2008 | MEEnquire using 1840 at www.maintenanceonline.co.uk/ME

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the ASME Turbo Expo in Berlin, last June)

Turbo-Machinery Tip-Timing Comes of Age

unnecessary downtime. It is also possible to squeeze as much life as possible out of parts and components, as opposed to replacing them on a set schedule and irrespective of use. But there is one piece of equipment – an essential item in many industrial applications – that is diffi cult to cater for in terms of implementing maintenance based on its condition or health, viz. the turbine, be it gas or steam driven.

The majority of turbine failures occur because of blade defects, either developing over time or as a result of instantaneous damage caused by a foreign object. The earliest warning of a failure takes the form of blade vibrations, caused by dynamic loads on the blade. These loads can be generated by various mechanisms, such as rotor imbalances, varying blade tip clearances (usually caused by non-concentric casings or orbiting of the main shaft), distortions in the inlet fl ow (usually caused by irregular intake geometries) and vibration of stationary vanes or struts up or downstream of the rotor blade.

VIBRATION SENSING VIA OPTICAL PROBES

During the manufacture of a turbine a common method of assessing blade vibration relies on the use of optical probes mounted in the blade casing assembly. The principle on which the optical system operates involves the focusing of a narrow laser light beam onto the passing blade tip. As the blade tip enters the path of the light beam, light is refl ected back to a photo sensor. The intensity of the refl ected light rises very rapidly as the blade passes and, in the absence of any structural vibration, the time for the tip of a particular blade to reach the optical probe, called the ‘blade arrival time’, is dependent on the rotational speed alone. However, when a blade is vibrating its arrival times are dependent on rotational speed and any displacement due to vibration.

INTRODUCTION

Within industry there is a continuous drive towards predictive maintenance,

achieved through monitoring the health of plant equipment and machinery. As explained in many technical papers, by continually monitoring the condition of equipment and machinery it is possible to receive the earliest possible warning of potential failures, and thus avoid

The complexity of a gas turbine makes

its maintenance something of a black

art. However, the advent of non-contact tip-timing systems has made

it possible to assess turbine blade health and implement condition-

based predictive maintenance routines. Currently, however, the most

widely used systems are optical-based, and the sensors are susceptible

to contamination from oil, dust, exhaust gases and even water. This

means that data quality (and therefore reliability) degrades with time,

limiting the use of optical-based systems to turbine development

projects or applications where the sensors can be regularly cleaned.

During recent years research has been carried out to evaluate

alternative sensor technologies, with the most promising solution

proving to be eddy current probes. Ruggedized for use in the extremely

harsh environment of a gas turbine and tuned to produce results on a

par with industry standard optical systems, the tip-timing eddy current

probe looks like a technology whose time has come.

vol 24 no 1 maintenance & asset management | Jan/Feb 2009 ME | 35

Such optical systems produce clear, accurate, results and for turbine development it would be fair to say they are the de facto standard. However, because a clear optical path is required between the turbine casing and the blade tips, the use of optical probes for blade vibration analysis is not a realistic proposition for the long-term, in-fi eld, monitoring of blade health as contamination from dust and exhaust gases rapidly degrades signal quality.

There exists therefore a strong motivation to fi nd an alternative to optical probes – one which produces optical system quality continuously. Thankfully, research conducted in the aerospace industry, where jet engine health is of paramount importance, has led to the development of such a solution.

EDDY CURRENT SENSING

In addition to the use of optical systems, blade arrival times can also be measured using other non-contact methods, including the use of capacitive, high-frequency pressure, and eddy current transducers. In 2002 a series of trials was conducted, at QinetiQ’s turbine test facility in Farnborough, to compare these three options against an industry-standard optical-based system.

The trials revealed that of the three technologies the eddy current sensor showed the best promise for further development. Technically, eddy current sensors have been previously used (or at least considered for use) in tip timing or tip clearance measurements by Flotow1 and Belsterling2 respectively.

Eddy current sensors are most commonly used for non-contact proximity and displacement measurements. Measurement accuracy is high and ruggedized versions are often used in contaminated environments. In a turbine application, a major advantage that the eddy current sensor has over the other probe types is that it is possible to take blade passing data through the turbine casing, as demonstrated by Roeseler and Flotow3. However, the presence of the casing does lead to signifi cant attenuation of the target signal.

In QinetiQ’s trials, bench tests were initially conducted on a standard off-the-shelf eddy current sensor. The sensor was chosen to have a reasonable range while

of the sensors should be carried out by mounting the sensors in a steel pocket to evaluate how they might perform when mounted in an engine casing.

It was found that the pocket design and material had an effect on the sensor performance, and that through-casing measurements did not produce good quality signals when a shield was fi tted. To overcome these problems, the pocket was re-designed with an air cavity around the sensor head. Also, the sensor coil was optimised for improved resolution, signal to noise ratio and range

Tests were then carried out with various tip gaps, ranging from 0.5 to 2.0mm. Although the signal was small in amplitude, it was of reasonable quality, with very well defi ned peaks when the blades passed by. Figures 1(a) and 1(b) show the original (left) and improved (right) pockets and shields, and Figure 2 compares the measurements from both.

ENGINE TRIALS

With a greatly improved, bench-tested, sensor it was decided to embark upon a series of engine trials4 and, as chance would have it, a 24-blade AE3007 engine was on test at Rolls-Royce Indianapolis.

having overall dimensions of an acceptable size: in particular, the sensor head was not so large as to cause mounting problems or to run the risk of detecting more than one blade simultaneously. The maximum range of an eddy current sensor is equivalent to about half the diameter of its coil. For the trials, a range of up to 7mm was required, so a sensor with a coil diameter of 12mm diameter was chosen.

The preliminary tests were carried out on a small rotating test rig, which used a simple shield mounted between the sensor head and the rotor to act as a casing. The shield could be moved to adjust the gap between the rotor and the shield and the gap between the shield and the sensor.

For the early tests the material used for the shield was aluminium, and it was demonstrated that it was possible to detect blade passing events through casing materials up to 2mm thick. Next, it was decided that a more realistic evaluation

Figure 2 Measurements taken using the original and

improved pockets and shields (shown in Figures 1(a) and

1(b) respectively)

Figures 1(a) and 1(b) The original (above) and

improved (below) pockets and shields

36 | Jan/Feb 2009 ME | maintenance & asset management vol 24 no1

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approximately 0.3 axial chord. While this reduced the signal strength, placing the sensor head nearer the leading or trailing edge resulted in a better measurement of the blade vibrations.

The pockets were manufactured in stainless steel with different base thicknesses in order to test the sensor’s ability to measure blade passing data through thicker shields and to allow comparison of the different results. Figure 5 shows an example of the sensor outputs

with the engine at full speed. The red trace is a once per rev. signal measuring the engine low pressure shaft speed using a speed encoder.

Through the (blue) 0.75mm shield the sensor is clearly able to pick up the blade passing, with 24 clearly defi ned peaks per revolution. The peaks are not all the same height, indicating the variation in blade tip clearance from the casing. For the 1.0mm shield the sensor captured some blade data, but it was not of suffi cient quality for tip timing purposes. The same proved to be true for measurements taken using 1.25 and 1.5mm shields.

It is worth noting that during the initial running very poor signals were obtained until the engine was at full speed. On inspection it was found that the static clearance between the blade tips and the casing was larger than that for which the sensors had been confi gured. In addition, the shield of the sensor pockets was sitting below the surface of the casing. This meant that the sensors had to pick up the blade passing across a larger tip gap than had been envisaged. The results only improved when the tip clearance reduced as the turbine approached full speed and the blades untwisted and stretched under the centrifugal loading.

Having addressed the ‘static clearance’ issue a number of tests were then conducted to compare shield thicknesses under

A number of tests were carried out, with the engine running at 8700rpm, on the fi rst stage fan rotor of the engine. Figure 3 shows a schematic of the test cell and the instrumentation confi guration.

Four sensors, in pockets, were mounted into the fan casing. Figure 4 shows one of these mounting holes from the underside with the sensor pocket fi tted. The outside of the casing was spot-faced to allow the pocket to sit squarely on the casing and the sensor was positioned with its centreline at

Figure 3 A diagram of the arrangement for the fan tests

Figure 4 The sensor pocket fi tted in the fan casing

Figure 5 The initial sensor’s output through casings of thickness 0.75mm (blue) and

1.0mm (green)


more realistic operating conditions. Figure 6 shows the sensor output through the 1.0mm shield, and it can be seen that there are signifi cant differences in peak values [blue trace]. Similar results were obtained using 1.25 and 1.5mm shields, except that all peaks were slightly lower. It was still possible to count all the blade passings, despite the extra thickness of shield.

After the acquisition, through a shield, of blade passing data, the ends of the pockets were machined off to allow such data to be taken without any intervening material between the sensor head and the blade tips. Figure 7 shows one of the modifi ed pockets prior to being fi tted back on to the engine, and Figure 8 shows data from one sensor taken at full speed.

Not surprisingly, the output is much larger with no shield present and the blade passing is clearly visible. In addition, the base noise level is much reduced in comparison to the ‘through case’ data. In order to be of use in a blade tip timing system, data from sensors must be adequately monitored and conditioned so that the outputs to any turbine health monitoring system would be both reliable and repeatable.

Although four sensors were fi tted into the engine fan casing, each was tested in a slightly different confi guration. All the sensors successfully survived the engine

running throughout the testing with no degradation of the signals becoming apparent. This shows evidence of the high mechanical integrity and immunity from contamination displayed by the sensors. It also indicates that for fan blade applications the sensors are suffi ciently robust to be used without any form of metallic shielding.

Figure 6 The sensor’s output through a 1.0mm thickness casing

following reduction of the tip clearance

Figure 7 The sensor pocket machined to allow direct

line of sight from the sensor to the blade tip

Figure 8 The output from the casing sensor during engine operation at full speed


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USEFUL DATA

The eddy current sensors used in the tests proved sensitive to the tip clearance. However, the pulse shape generated by each blade was not signifi cantly altered, suggesting that a repeatable amplitude-independent triggering technique would be possible. Figure 9 is a plot of data rev-on-rev from a single data fi le containing 26 revolutions. Three blade passings are plotted, with the ensemble averaged data over-plotted. The plot demonstrates that the sensor output is repeatable where the tip clearance is maintained at a near constant value.

Although the sensitivity to clearance of the eddy current sensor offers useful additional information that is not provided by optical probes, amplitude variations lead to increased uncertainty in the determination of blade arrival times when using simple threshold triggering.

The amplitudes of the output signals

from optical probes are not clearance dependant and the signals generally have a very sharp rising edge, with the result that threshold triggering systems work well with these probes. This can be seen in Figure 10, which shows data from optical and eddy current probes which were input to a standard technology system for the acquisition and analysis of tip timing probe data5. For the optical probe data on the left, the arrival time essentially remains fl at, except for the fl uctuations caused by blade fl utter. On the right, the eddy current

sensor data shows that as the engine speed increases the signal amplitude increases, causing a shift in the triggering position which shows up as a change in arrival time. This results in the output for some blades shifting in relation to the adjacent blades. In both plots, a large blade vibration is detected during the engine acceleration at around 6200 RPM.

The preferred option for correction of this latter problem would be to develop an alternative triggering technique more suited to the output signal from the eddy current sensor. However, it may be desirable to input signals into existing acquisition systems that use a threshold triggering system. In order to overcome the uncertainties, which occur due to amplitude variations, the signal would need to be conditioned to remove these variations.

Blade arrival times calculated from an amplitude-corrected signal showed promise and it was decided to embed the correction into the signal-conditioning hardware, so it could be performed in real time. The signal conditioning system produced a square wave output, which was fed into an acquisition system that used a threshold triggering system. Figure 11 shows the raw and output signals from the signal conditioning system, with the output pulse occurring on the falling edge of the raw signal. The conditioning was performed using analogue electronics. However, a system based on a digital

Figure 9 Sensor output data rev-to-rev and averaged (the white, inner trace)

Figure 10 Individual blade waterfall plots – data obtained using a leading optical probe (left)

compared against data obtained by the eddy current sensor (right)


signal processor (DSP) is currently under development that will improve the accuracy of the timing pulse.

Also, with tip timing systems generating terabytes of data, even for just a few hours worth of recording, a DSP will be able to autonomously process in real time what would otherwise require several days of analysis. Accordingly, a DSP-based system will be able take the (blades’) time-of-arrival data and process it into blade defl ection information, and output (real time) blade health in a typical traffi c light format: with green indicating that all blades are fi ne; amber indicating that at least one blade

has exceeded a predetermined limit of defl ection or vibration; and red indicating imminent failure - and that the turbine should be shutdown.

CONCLUSION

During the trials the eddy current sensors demonstrated their effectiveness for tip-timing applications. They also proved to be extremely robust and suitable for through-casing applications.

Further development of the signal conditioning electronics, specifi cally in terms of allowing the triggering correction to be carried out in real time, will deliver

acquisition and analysis of tip timing data derived from eddy-current probes, which will be on a par with that derived from optical systems - but with the benefi t of contamination tolerance in long-term use. The user (the maintenance engineer) need not be an expert in the fi eld of tip timing. A DSP-based system will remove the need for traditional tip timing acquisition and analysis systems, which are very expensive.

Figure 12 shows two of the eddy current sensors developed by QinetiQ and Monitran for turbo machinery blade tip-timing.

REFERENCES1. Von Flotow A, Mercadal M and Tappert P,

Health Monitoring and Prognostics of Blades and Disks with Blade Tip Sensors, Proc. IEEE Aerospace Conference, Vol 6, pp 433– 440, 2000

2. Belsterling C, Sensing with air, Instrumentation Science and Technology, Vol 18, No 3, pp 37– 41, 1971

3. Roeseler G, Von Flotow A and Tappert P, Monitoring Blade Passages in Turbomachinery Through the Engine Case (No Holes), IEEE 0-783-6599-2/01, pp 6-3125– 6-3129, 2002

4. Chana K S, Fundamentals of Tip Timing and Tip Clearance Sensors, Tip Timing and Tip Clearance Problems in Turbomachines, VKI Lecture Series 2007– 03, 2007

5. Vining C, Arnold S, Hayes B and Howard R, Comparison of Eddy Current Probes to Generation 4 Line Probes, ISA EXPO, Technical Conference, Knoxville, 2005

Figure 11 Falling-edge triggering technique, producing an output with a relatively square wave

Figure 12 Examples of the eddy current sensors developed by QinetiQ and Monitran Technology

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Jerry LarkinPlant Reliability Engineer, GE Healthcare,

Carrigtwohill, County Cork., Ireland

There are many similarities

between the prevention of illness

in humans, and the prevention of

failures in equipment. The history

of healthcare is examined through

the prism of the maintenance

engineer, and commonalities are

identifi ed which provide some

food for thought.

KNOWLEDGE TRANSFER

Some of the best innovations and discoveries have come by way of ‘bisociation’ – the eureka moment

when a connection is made between a problem in one fi eld and a solution from another more advanced fi eld. (The coining of this term is attributed to Arthur Koestler who, in his 1964 book ‘The Act of Creation’ said that ‘every creative act involves bisociation, a process that brings together and combines previously unrelated ideas’) When confronted with a problem that we know can be solved by importing a solution, how often have we gleefully thought ‘Why reinvent the wheel?’

The fi elds of healthcare and equipment maintenance appear to fulfi l the criteria needed for this kind of potential knowledge transfer – having many similarities, but being at different stages of development.

Similarities

Although people are not (just) intelligent machines, and machines are not (yet) intelligent people, there are certain similarities between the prevention of illness in humans and the prevention of failures in equipment. The respective fi elds of medicine and maintenance (or, in the broader sense, healthcare and asset management) have many commonalities, as outlined in Table 1.

Given that the two fi elds have similar methodologies and objectives it is to be expected that successes and failures might be shared and used for learning. Certainly on the technology level there has been considerable knowledge transfer in both directions across the boundaries, involving, for example, the techniques of x-ray examination, boroscopic inspection, orthopaedic surgery, and so forth...

• Methods — Preventive

— Corrective

— Symptom/Diagnosis/Faultfi nding

— Triage/Criticality

• Failures — Bath-tub curves similar

— Human error rates similar

• Organisation — Doctor = First line maintenance

— A and E = Corrective maintenance

— Op. theatre = Overhaul workshop

• Technologies — Orthopaedic/ X-ray/Endoscope

• Resources — Scarce relative to demand

Table 1 Similarities: Medicine vs. Maintenance

Healthcare & Maintenance


However, systems and strategies have not been so obviously shared – an exception that proves the rule being the recent adoption of James Reason’s excellent work on human error in maintenance by those seeking to reduce iatrogenic (i.e. surgical) error in medicine.

As a member of the maintenance fraternity, I am surprised that we do not more often look for potential bisociations with the healthcare arena. There is one compelling reason why we should: healthcare has been evolving since the dawn of mankind, occupying many great minds in many great civilisations; organised maintenance is a relatively new discipline. There may be lessons for us to learn from the wisdom of ages.

INDUSTRIAL MAINTENANCE – A SHORT HISTORY OF A SHORT HISTORY

In the context of industry and transport, the term ‘maintenance’ has evolved to mean the care and preservation of equipment and other assets. The story of organised maintenance really began with the Industrial Revolution and derived from the massive increase in manufacturing capability. The consequent demands on machinery and equipment came to be satisfi ed by a fusion of the old craft tradition and emerging engineering knowledge. Over the 19th and 20th centuries the function of maintenance and/or asset management developed on fundamental principles of engineering and management.

HEALTHCARE – A LONGER HISTORY OF A LONGER HISTORY

Beginnings of medicine: run to failure?

It is reasonable to assume that maintenance of the human body has been practised since the dawn of mankind, since self-preservation dictates that injuries and illnesses must be treated, however rudimentary those treatments might be.

The oldest known medical texts were written about six thousand years ago on clay tablets discovered in Mesopotamia. Papyrus records found in Luxor and written about

broken down into discrete components for diagnosis and treatment. This led to a narrow focus on the prevention or correction of ill-health - the more positive concept of health being left to a whole host of infl uences: government; commercial promotion; fashion/fads; holism/religion; mystics/zealots, etc.

In the late 20th century, there was increasing dissatisfaction with the illness-centred bio-medical model.

HEALTH PROMOTION – A NEW PARADIGM

The Lalonde Report, published in 1974, found that most of the causes of ill-health originated from non-medical origins. Marc Lalonde identifi ed four fi elds in which health could be enhanced, viz.

� Genetic and biological factors

� Lifestyle factors

� Environmental factors

� Accessibility and standard of

health services

The Lalonde Report had a profound impact in the arena of healthcare. The World Health Organisation (WHO) articulated these changes in its defi nition of health as a ‘state of complete..... well-being, and not merely the absence of disease or infi rmity’.

The new paradigm of Health Promotion (see Figure 1) recognised that since most of the causes of ill-health originate from non-medical origins, then promoting the positive dimension of health would be much more effective than the old illness-centred strategy.

1600 BC provide details of the treatment of accidental injury. The use of herbal medicine was described, as was the care of injuries including the treatment of wounds by suture and plasters, cauterisation and the use of splints for bone fractures. There is also evidence of medical knowledge and practice in other ancient civilisations, e.g. China, India, Greece.

Preventive and corrective medicine: PM vs. CM?

The Greek tradition included the two approaches of prevention and corrective intervention. Reference is made in Homer’s Iliad (circa 1000 BC) to two goddesses of health, Hygeia and Panacea. Hygeia was linked with preventive medicine and symbolised the belief that people could remain well if they lived a healthy lifestyle. Panacea, Hygeia’s sister, specialised in healing (through knowledge of drugs from plants or from the earth) and represented the conviction that illness and disease could be cured by corrective intervention.

Holistic medicine: Total Productive Medicine?

Greek medicine was dominated by Hippocrates (circa 450 BC), who took the holistic view that illness is an interaction, involving the patient as a whole person, the disease, the healer and the environment, and that the process of healing must involve all of these. Hippocrates invoked the preventive approach of Hygeia or Panacea’s doctrine of intervention, depending on the circumstances.

Scientifi c medicine: Reliability Centred Medicine?

The modern tradition of scientifi c medicine evolved from the Renaissance, developing with emerging discoveries in the fi elds of physics and chemistry and later, psychology and psychiatry. Illness became dominated by medicalisation, the reductionist view that the human body could be modelled as a machine and

prevention

protection/regulation

education/empowerment

Figure 1 Health Promotion model


v

Health Promotion or Positive Health now plays a very important role in the provision of healthcare. It not only encompasses prevention and regulation as scientifi c medicine had done before; it also recognises Empowerment and Education as having the most fundamental roles in improving peoples’ health. The results world-wide have been impressive, including –

� increase in life expectancy

� shift from infectious to

degenerative diseases as

prevailing causes of death

� decline of mortality for cardio-

vascular diseases and for tumours

TRANSFER OF CONCEPTS

Applying Lalonde’s four fi elds scenario to maintenance, we would infer that the origins of most of the causes of poor equipment performance are extrinsic to the equipment. How true is this?

1. Inherent equipment-related

factors (design/manufacture/

installation)

After installation, these factors

are largely unalterable, with only

limited scope for intervention in

the engineering domain

2. Equipment operation

This fi eld could be a strong

determinant of performance

given variation in policies,

procedures and practices.

3. Environment

This fi eld should include the

physical, business, and regulatory

environments.

Clearly, impacts from any of

these could aff ect equipment

performance.

4. Accessibility and standard of

maintenance

Similar to Field 2 above, this is

a function of training/culture/

behaviours, and could be a

strong determinant of equipment

performance.

Education and training

The training of maintenance technicians and craftsmen is still centred on equipment-related skills. A broader approach is needed to achieve an understanding of what really contributes to positive equipment health. Topics covered should include –

� Time dependent vs. random

failure modes.

� Fault fi nding.

� Whole-life ‘Bath-tub curve’ failure

characteristics.

� The Pareto principle regarding

plant criticality.

� Maintenance strategies and

systems.

Positive health

The question may be asked ‘If an asset has not failed, is it healthy?’ The answer should be ‘Not necessarily, it depends on its condition’. This leads to a defi nition of asset condition as being ‘A state of optimum performance, and not merely the absence of failure’. Maybe some day soon we will reach a point where asset condition - and not failures and malfunctions - will underpin asset management.

Jerry Larkin is a committee member of MEETA, the Maintenance Society of Engineers, Ireland.

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Many practitioners would agree that most of the causes of poor equipment performance are extrinsic, i.e. their origins lie outside the equipment itself. Also, by extension, we could say that human factors play a major role in these causes. It is therefore likely that a greater emphasis on empowerment and education in the promotion of positive equipment health will generate better equipment performance, and contribute more to the business of maintenance.

THE WAY FORWARD

Empowerment

A lot of maintenance work is carried out autonomously and without direct supervision.

Self–empowerment is a very effective means of motivating individuals and teams for the mutual benefi t of staff and the business. Some advantages are that empowerment –

� fuses skill, intelligence and

application;

� highlights and reduces otherwise

hidden failure conditions;

� is Reliability Improvement for

people!

It can be embedded into an organisation by means of annualised hours, fi xed call-outs and cross-skilling. For example, Table 2 illustrates that paying an agreed fi xed sum for emergency calls (irrespective of the quantity of calls) will align staff and business objectives to achieve a win/win situation.

Business Staff

Objective Higher reliability Fewer call-outs

Outcome Fewer failures Fewer failures

Result Win Win

Table 2 Empowerment: fi xed call-outs




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J&P Group provide a range of strategic maintenance, engineering and facilities management services across a broad range of industries. Under the terms of the agreement, J&P Group will be able to offer its customers access to what is acknowledged to be the best

price/performance machine tools in the marketplace.Contact Alan Mackey t: +44 (0)1244 671460 alan.mackey@

jandpgroup.com or enter 1870 at www.maintenanceonline.co.uk/ME

Megger makes Insulation Testing Safe for Industry

Megger’s new MIT400-rangeof insulation

testers, with their Category IV 600V rating in line with IEC61010, comes in four industrial versions. The 400 provides insulation testing at 250, 500 & 1,000V, together with continuity testing and

voltage measurement. The 410 adds 50 & 100V insulation tests, as well as fully automatic dielectric absorption measurement (DAR) and polarisation index (PI). The 420 has all the facilities of the previous two, plus internal storage of test results, while the top of the range 430 not only stores test results, but can download them to a PC via a Bluetooth wireless connection. In addition, special-purpose models are also available for insulation testing at low voltages, for example on IT and telecommunications systems.

Contact Mark Johnson t: +44 (0)1304 502100 [email protected] or enter 1868 at www.maintenanceonline.co.uk/ME

ME | Sept/Oct 2008 | 47


Red Hill House, Hope Street, Chester CH4 8BU

Tel: 01244 671460 Fax: 01244 524272

[email protected]

J&P group...maintaining excellence

As a strategic maintenance partner to some of Europe’s

leading aerospace & automotive manufacturers, J&P Grouphave proven experience in devising and implementing

maintenance strategies that deliver quantifiable:

Reductions in production downtime Reductions in production costs

Increased asset lifecycles

Improved quality control

We augment our core engineering services with a range of

expert services that include:

Spares Asset Management Facilities Management

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Consultancy

To discover how J&P Group can add value to

y o u r manufacturing operation, please call the

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consultation.

Dixon Group Europe LtdDixon House, 350 Walton Summit Centre, Bamber Bridge, Preston PR5 8AS

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48 | Jan/Feb 2009 | ME

PR0DUCT REVIEW PLANT&MAINTENANCE

IBM Tivoli Maximo® 7.1

Maximo® is built on a single software platform and delivers a comprehensive

view of all asset types – production, facilities, transportation, oil & gas, IT and now linear in Version 7 – across your enterprise. To

maximise asset return, Maximo® enables you to develop programmes for preventive, predictive, routine and reactive maintenance. Together, these programmes contribute to reducing

costs and increasing asset up-time. With experience of versions 4 and above and recent 7.1 upgrades, BPD Zenith Tivoli Certifi ed personnel will ensure that Maximo® delivers for your business.t: +44 (0)1228 516000 [email protected] or enter 1871 at www.maintenanceonline.co.uk/ME

Condition Tracker

Enhance your predictive maintenance, CM, and calibration management requirements

with Idhammar’s Condition Tracker (CT), which can be fully integrated with any CMMS to support both Maintenance and Calibration Specialists with: real-time monitoring data; an integrated data repository of user-

defi ned measurements including oil analysis, operating temperatures, and pressures etc; and a robust record of all asset calibration checks. With CT you can avoid unscheduled outages, improve planning and decision making, ensure compliance, and save time in preparing for quality audit inspections.Visit www.idhammarsystems.com/conditiontracker or enter 1872 at www.maintenanceonline.co.uk/ME

Optimising Productivity

Hydraulic actuators from Parker Hannifi n are being used in a major solar power plant, Nevada Solar One. The actuators rotate and tilt

parabolic mirrored troughs, enabling them to track the sun’s motion for maximum effi ciency, and protect the arrays from high winds and dust storms. The system uses the same fl uid for power and lubrication, providing maintenance-free operation, and has an intrinsically clean, sealed design with no fi lters to change. Each of the 760 solar collectors has a Parker rack and pinion hydraulic actuator, control and solenoid valves, pumps, cylinders, seals and wear bands, together with tubing/fi tting assemblies.

New Multi-Function Accumulator Safety Blocks

Parker Hannifi n has launched a range of accumulator safety blocks. The new SBA Series is designed for critical hydraulic applications and minimises system build & maintenance

times, reduces overall costs and improves safety. Unlike traditional safety mechanisms, with multiple independent components, the SBA safety blocks make it simple to protect, isolate and discharge a hydraulic accumulator from a single unit. Each block incorporates shut-off, pressure limiting and pressure release functions in a compact and robust housing, with each unit being rated for use in systems operating at up to 350 bar.t: +44 (0)0800 27 27 5374 [email protected] or enter 1873 at www.maintenanceonline.co.uk/ME

New Web Access for Oil-Analysis Service

PCMS Engineering Ltd, originator’s of the successful Managed Oil Analysis Service (MOAS),

are pleased to announce a new web-based front-end for clients, which covers the analysis and interpretation of oil samples and enables multiple-user access to results and information stored in fi rewall-secured data compartments. MOAS is part of PCMS’s portfolio of Intelligent Maintenance products designed to provide on-site support and advice for effective maintenance. t: +44 (0)1782-566602, visit www.pcmseng.co.uk or enter 1874 at www.maintenanceonline.co.uk/ME

Schaeffl er and CNES at MAINTEC 2009

Schaeffl er UK and Corus Northern Engineering Services, via their PRAXIS partnership, are uniquely positioned to

offer the marketplace a toolbox of maintenance and condition monitoring techniques to reduce maintenance costs and increase plant availability. State of the art equipment is backed-up by bespoke engineering services, installation, commissioning and full product training. Come and talk to our engineers on Stand 53 at MAINTEC 2009 (NEC 17-19 March) to discover how you reduce your maintenance costs and avoid unplanned shutdowns.t: +44 (0)121 351 3833 info-uk@schaeffl er.com or enter 1876 at www.maintenanceonline.co.uk/ME

Additional features for Thermal Imaging Cameras

The 880-1, from Testo, now offers an integrated digital camera and, at a price of just £3,549, is now the highest

specifi cation thermal imager available within this price range. In addition, all three models in the range come with the following new features: Auto Hot/Cold Spot Recognition (immediately highlights hot and cold spots in the IR image directly in the display, making on site diagnoses quick and simple); and Pro Software with report templates (facilitates the comprehensive analysis and evaluation of thermograms). Testo thermal imagers are being used in many industries including building

surveys and maintenance, electrical inspections, production monitoring and mechanical maintenance. t: +44 (0)1420 544433 [email protected] or enter 1877 at www.maintenanceonline.co.uk/ME

Taking Cleaning Power to a New Level

A new heavy duty multi-purpose cleaner, ROCOL

Remover & Degreaser, provides powerful degreasing and cleaning performance - ideal for the removal of stubborn materials. It is a tough, fast acting and penetrating citrus-based cleaner that leaves no residue, and is designed to remove grease, oil, adhesives and general workshop grime from a wide range

of surfaces. Available in an aerosol spray it is easy to apply and highly effective on more stubborn materials, such as adhesive residue from sticky labels left behind on machinery.t: +44 (0)113 232 2600, visit www.rocol.com or enter 1875 at www.maintenanceonline.co.uk/ME

ME | Jan/Feb 2009 | 49





Enhance your performance through your peopleFrom up-skilling your technicians and operators through asset care andmaintenance strategies to improving management techniques, MCPConsulting and Training can deliver training in:• Mechanical and Electrical Skills• Maintenance and Asset Management• Team Leading and Management• Business Improvement Techniques

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ENERGY&ENVIRONMENT

There appears to be a crisis developing in the world of recycling, especially if you take at face value much of what has recently appeared in the national and local media. In short, it is

claimed that the demand by manufacturers at home and overseas has signifi cantly decreased leading to a huge reduction in the value of many recycled goods. Key examples cited include aluminium which is now worth half its value compared to only a few months ago whereas steel, paper and plastics have become practically worthless.

Waste not, want not – does anyone want our waste?

This in turn has signifi cant consequences with collection companies that relied on achieving a certain value on the raw materials collected

stopping collections, while recycling companies which process such material in order to sell on, either locally or to the Far East, are consequently stopping taking deliveries. Pressure is therefore put on local councils that use such collection and recycling companies in order to hit increasing government recycling targets. Stories abound of recycled goods being stockpiled with vast rubbish mountains forming around the country with genuine concerns being raised that the inevitable result being either an increase in landfi ll or big increases in council tax being necessary to pay for environmentally friendly ways of disposing of our rubbish. Questions

have been asked about the wisdom of having government set recycling targets if the reality is that there is no demand for the recycled goods produced.

But according to Dirk Hazell, Chief Executive of the Environmental Services Association (ESA) which represents the UK’s waste management and secondary resources industry, much of

the current reporting could be described as garbage, being nothing short of scaremongering and carrying a political agenda. While acknowledging that the global market has seen some very diffi cult and volatile times in recent months as a result of the credit crunch, and that the prices of certain goods having dropped sharply, Hazell is positive and upbeat about the current state and future for recycling in the UK. “The fact is that there is no future for anybody

without recycling. We only have one planet and in order to meet the current and future demands of a growing population, recycling will continue to be central to our means of being able to do so.”

And according to Hazell, while there are undoubtedly isolated cases of recycling and collection companies struggling, he is adamant that the overwhelming view of the companies that he represents is that the majority of waste that is being recycled is in fact being passed back into circulation. “We are dealing with a very competitive market and prices of materials can fl uctuate signifi cantly. All the signs are that the primary global economies are committed to a more sustainable approach to growth which means that the products we all buy will have increasing amounts of recycled material within them. This isn’t just from the strong growth economies of China and India; it’s here in the UK and in Europe with all the signs being that President Elect Obama will take a much greater interest in environmental issues.”

With somewhat fortuitous timing, my own local council has just announced that it is expanding its

recycling capabilities and will begin kerbside collections of plastic and cans later in the year. This would seem to support Hazell’s view on the wider situation so it seemed prudent to ask them for their opinion on the present and future state of recycling. Gary Stevenson is Head of Environment and Street Scene Services for Tunbridge Wells Borough Council: “We are continuing to encourage our residents to recycle and compost their waste using the facilities

provided by the council. Recycling continues to be more cost-effective and sustainable than sending material to landfi ll or for incineration at a waste to energy facility.”

He continues, “We are aware that the companies that outlet our recyclable waste have experienced some diffi culties but our services continue to operate. The current market conditions reinforce the need to ensure that materials collected for recycling are well sorted and of a high quality with no contamination. The council recognised this when deciding to extend its household collection service to include comingled cans and plastic bottles rather than including glass and mixed plastics. To include glass would increase sorting costs signifi cantly and mixed plastics are often signifi cantly contaminated with food residue and /or types of waste that isn’t plastic but gives a similar appearance.”

So while it would be wrong to deny that the credit crunch hasn’t had an impact, the situation does not appear to be quite as bleak as many of the popular press reports would have us believe. For Stevenson as well as Hazell, at a personal, local council and national level, waste reduction/minimisation and recycling will continue to play a key role in the future.

WASTE MANAGEMENT

50 | Jan/Feb 2009 | ME

Gary Stevenson Tunbridge Wells Borough Council

ME | Jan/Feb 2009 | 51


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• Specialist courses in burner/boiler operation and maintenance, delivered by highly experienced and qualified trainers.

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Dunphy precision Ratiotronic touchscreen combustion control

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52 | Jan/Feb 2009 | ME


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• For smaller applications MX boilers are availablefrom 250kg /hour .

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ENERGY&ENVIRONMENT

Steve Fitzsimons, business relationship manager at npower, offers businesses advice to reduce their energy consumption.

Five Top Tips to ReduceEnergy Consumption

In the current economic climate, reducing energy consumption is an excellent way to cut costs. It will also contribute to reducing emissions, an important

consideration for those businesses who have to address emission reduction as part of participation in schemes such as the EU Emissions Trading Scheme, Climate Change Levy and soon, the Carbon Reduction Commitment. Knowing how and where to implement changes to reduce energy consumption can appear challenging, but with the right framework in place meaningful reductions can be made.

Developing a sustainable energy reduction programme has clear fi nancial benefi ts. Businesses will save on energy costs and also benefi t from improved trading options in the Government carbon reduction schemes. There also strong indications that businesses that reduce their carbon footprint will benefi t as the supply chain selection process becomes increasingly low-carbon focused. Those that commit to an ongoing programme of energy reduction will be the ones that succeed in a low carbon economy.

1. ‘The Energy Management Journey’Reducing energy consumption is not about overnight

change, it takes commitment to achieve sustainable and sizeable energy reduction in a programme of ongoing measures. We advise businesses embark on an energy management journey which sets out a number of steps that come together to deliver long term reductions in energy consumption. In this way, businesses can manage the programme one step one at a time, each step taking them closer to low carbon operations.

2. MeasureIf you can’t measure it, you can manage it. In order to

identify improvement measures, businesses should use smart meters, which capture detailed information about how energy is being consumed. These will reveal peaks and troughs in energy use bringing attention to areas of good and bad performance, which can become the foundation for improvement measures.

3. MonitorEnergy monitoring provides vital management

information, making sense of the data provided by smart meters. Monitoring can help identify energy waste, and contribute to reducing energy consumption and carbon

emissions. To help businesses achieve this, npower has developed a suite of energy management tools, including monitoring and targeting software, encompass. This enables companies to identify trends between consumption and external conditions; operational output; operating levels and other areas. These trends can then be used to compare consumption, carbon emissions and costs between sites and measure performance against internal or government-set benchmarks and targets.

4. AuditAlongside monitoring, an energy audit can identify

specifi c actions such as changes to lighting and certain operations which will help reduce energy consumption. Some businesses will qualify for a free energy audit from the Carbon Trust helping to kick-start energy saving measures.

5. MinimiseOnce businesses have the data they can turn this it

into an action plan, prioritising short, medium and long term measures. This should include proposals with timescales and return on investment analysis, detailing their energy management journey.

With the action plan in place, the work can start. While an effective energy management programme is led from the top, employees play a crucial role in delivering the action plan. To make effective reductions in energy consumption businesses should look to educate their employees on the roles they will play in the action plan, providing relevant training at every level and distilling latest information and expert views.

� npower business is dedicated to helping UK businesses use energy more effi ciently and therefore spend less money on their bills. We aim to have a positive impact on the communities we serve and reduce our customers’ carbon footprint whilst always improving our service to our customers.

� npower business specialises in risk management solutions, including market-leading fl exible energy purchasing, energy effi ciency, and broader energy management functions, tailored to every size of business.

� npower business helps companies monitor and manage energy consumption to bring commercial and environmental benefi ts. To help achieve this, npower business has developed a monitoring and targeting (M&T) tool – encompass. A web-based system, encompass gives businesses accurate and timely information on their energy consumption, providing them with the data they need to implement cost and CO2 reduction policies. The system automatically collects data from half-hourly and smart meters, providing a detailed report on a business’s energy consumption behaviour, and the related cost and environmental impacts of this. With this data, benchmarks can be set and consumption tracked, alongside mapping on carbon use and cost.

� For major energy users, npower Business offers multi-utility management consultancy to enable organisations to improve effi ciencies right across the procurement/consumption chain.

ENERGY EFFICIENCY

ME | Jan/Feb 2009 | 53

PR0DUCT REVIEW ENERGY&ENVIRONMENT

New Compressed Air Dryers

The introduction of the new Ultrapac

Range from Donaldson, means users of heatless adsorption dryers can now benefi t from reduced energy (using Donaldson’s Ultraconomy control – see example below) and maintenance costs as the dryers are equipped with new compressed air fi lters that comply with ISO 12500-1.

A dryer, designed for 100m3/h at 35°C inlet temperature and 7bar(g) operating pressure, uses approx 15m3/h of regeneration air during a fi xed cycle. At an average compressed air requirement of 60%, an average inlet temperature of 30°C and average pressure of 7.2bar, the water load still only amounts to approximately 45% of the maximum value. On average, the dryer with load-dependent control now uses only 6.75m2/h, therefore saving 8.25m2/h. Depending on the compressor’s type and condition, this is equivalent to a power consumption of 1kW. At a full-cost price of 0.02/m3 of generated compressed air and 8000 operating hrs/yr, this gives an annual saving of about 1320.

Ultrapac Classic dryers are available in three ranges, for volume fl ows from 5–1000 m3/h. With their compact design and economical operation, these heatless adsorption dryers are a proven ‘all-in-one treatment system, suitable for a wide variety of applications.t: 00 49 2129 5690 [email protected] or enter 1878 at www.maintenanceonline.co.uk/ME

Burner Controls certifi ed for use in SIL.3 Loop

The Energy Technology & Control 6000 range of integrated burner controllers, fuel air ratio controllers and ancillary equipment, that

includes dedicated servo motors and process sensors, has been independently tested and certifi ed to conform to the requirements of EN 61508 (2001), identifi ed by ETC customers as being increasingly specifi ed in contracts. In response, a project was instigated to assess the viability of gaining compliance with the standard. ETC Managing Director, Martin Thirsk commented: “ETC is delighted to be able to offer burner controls suitable for inclusion in a SIL.3 loop – our customers can now select burner controls where the contract specifi es equipment must be suitable for SIL.3. We believe that the ETC6000 Series is the only range of dedicated burner control equipment that meets the EN 61508 (2001) standard to this safety integrity level.”’t: +44 (0)1273 480667 [email protected] or enter 1879 at www.maintenanceonline.co.uk/ME

Hamworthy heats The Royal Institution

The Royal Institution of Great Britain (RI) has reopened after a £22 million, two and a half year refurbishment. So when public lectures are put on, audience and staff can relax

confi dent in the knowledge that the three Purewell VariHeat 180kW condensing boilers supplied by Hamworthy Heating will ensure a comfortable working environment. Purewell VariHeat were specifi ed for their compactness and resilient performance, particularly as the plant room is narrow and requires the best use of limited space.

Founded in 1799, the RI is an independent charity dedicated to connecting people with the world of science, and with three fl oors of exhibition, events space, a café, bar and restaurant, the heating and hot water temperatures must be precise. The RI has built a reputation for excellent lectures, cutting-edge science, and science communication. It has been a major force in many scientifi c discoveries and Hamworthy is proud to be playing its part in heating the building for the various facilities on offer. t: +44 (0)845 450 2865 [email protected] or enter 1880 at www.maintenanceonline.co.uk/ME

Little and Large

Wellman Robey have recently supplied Industrial Packaged Boilers that

represent both their large volume steam and the smaller range of hot-water units. Towards the top end of the range a twin furnace heavy fuel oil-fi red boiler has been supplied to Kingsnorth Power Station in Kent. The boiler raises 20,000kg/hr of steam at 27.6barg. Preheating of feed water is achieved by the Wellman Robey unit that serves the station’s large water tube, coal-fi red boilers which in turn provides the steam for the electricity generating plant. The Site Services Division of Wellman Robey has also been awarded a separate contract for installing and commissioning the boiler. The total value

for the Kingsnorth operation is over £300,000. At the lower end of the range Weston College in Weston Super Mare, have installed ‘Ygnette’ 1500kw/hr hot-water boilers. Originally they were looking to upgrade its three Allen-Ygnis oil-fi red boilers, installed over 40 years ago (Allen Ygnis is now incorporated in the Wellman Robey name). Although the old boilers were still giving reliable service, a grant was available for new boilers if they could improve energy effi ciency.

Wellman Robey also provide refurbishment, conversion and fl exible service contracts, backed by a large menu of spares, for all makes of boilers. t: +44 (0)121 543 0000 [email protected] or enter 1881 at www.maintenanceonline.co.uk/ME

54 | Jan/Feb 2009 | ME

ME | Jan/Feb 2009 | 55

With tough times ahead - it’s time to Drive-Up your Effi ciency

John Lawton, Director of Marketing at EnerSys Motive Power Europe, explains what operational solutions should be on your warehouse management agenda.

We are all facing uncertainties in our personal and business lives caused by the national and global economic slow-down – lower sales volumes,

a tightening of credit and a sharp focus on managing costs. Getting smart with your battery operated materials handling fl eet may not be top of your agenda – in fact, it may not even be on your list of potential cost savings. Let’s explore how you can save money.

Battery Changing

Does your business operate on two or three shifts per day? Do you need to change batteries during or at the end of each shift? Have you ever considered how long a battery change takes and the impact on productivity?

If you operate your materials handling equipment intensively on two or three shifts per day, battery changing is a necessity in keeping your business running but can mean expensive down-time for your trucks.

Traditional battery changing methods can take up to 10 minutes per change but there are methods, for example the EnerSys PRO series battery changing range, that can reduce this to as little as three minutes, which can have a huge impact on productivity. Say you run a 24/7 operation with fi fty trucks

and carry out two battery changes per truck per day, you could reduce total battery changing time by over 4,200 hours per annum. You could also reduce the size of your battery charging area by 60% releasing valuable fl oor space for your business.

Fast ChargeIf your truck operation is not intense then you should

consider ‘fast charging’. This eliminates the need to change batteries – you simply recharge the battery in the truck when it is not operating, eg at coffee breaks, lunch times, between shifts, and even during shifts when he truck is standing idle. Your operation can be modelled to ensure there is enough time to recharge the battery to meet your truck workload (only suitable for fl ooded batteries with airmix).

Battery Charging

How effi cient are your battery chargers? Do you follow a ‘best practice’ charging regime? Have you considered how much it costs to recharge your battery fl eet and how you can reduce the cost?

There are two components that impact on the amount of electricity needed to recharge a battery - the charger’s effi ciency and the charging factor. Conventional 50Hz charging technology uses large transformers which reduce the effi ciency in converting AC input to DC output. These chargers, typically, can be around 80% effi cient and older models can be considerably less. The charging factor is usually 1.20, which means 20% overcharge to mix the electrolyte and return the battery to a fully charged condition – but this can be reduced to 1.08 to 1.15 (depending on the battery technology), which can yield a reduction in electricity consumption of >15%, not to mention a positive impact on your carbon footprint.

Battery Technology

Do you use the best battery technology for your business? Do you want to reduce the frequency of your battery maintenance? Are your buying decisions based on price or true cost of ownership?

There are three types of lead-acid battery technologies generally used in materials handling equipment: standard design fl ooded cells; low maintenance fl ooded cells; and maintenance free gel or AGM cells - mostly suited to low duty applications with lower depth of discharge. When making a buying decision for batteries, the visible costs are those for the battery & charger. What is not always understood at the point of acquisition are the operating & maintenance costs for the life of the product.

Flooded batteries require regular topping-up with deionised water. This can be weekly for standard designs but less frequent for low maintenance products. So you need to understand the cost of the water and the labour time required to add the water to the battery. Water topping-up is not needed for maintenance free batteries.

The other operating cost is electricity to recharge your batteries and this can vary depending on the battery technology and the charging system used.

So specifi ers and buyers of batteries need to consider the ‘true life time cost’. In other words, the cost of the battery and charger plus the water, labour and electricity costs to maintain it throughout its operational life.

SITE, BUILDINGS &WORKS MANAGEMENT

BATTERY POWEREDMATERIALS HANDLING EQUIPMENT

The Control of Substances Hazardous to Health Regulations 2002 (COSHH) are the latest in a long line of COSHH regulations, originating in 1988 and fi rst coming into force on 1st October 1989.

They were made under the Health & Safety at Work Act 1974 and replaced previous regulations relating to workplace exposure to airborne contaminants.

New workplace air quality guidance from HSE

Guy Bishop Technical ManagerDantherm Filtration Ltd

The original regulations were consistent with the European directive 80/1107/EEC. Several amendments and revisions in 1994 and 1999 gave

rise to the current COSHH regulations. So, they are by no means new but their enforcement has until now been rather patchy.

Whilst COSHH regulations address hazardous materials in the work place in any medium, this review concentrates on airborne particulate pollutants, which are becoming better known as possible health hazards. As awareness of hazards arising from breathing contaminated air has advanced, there has been a gradual reduction in work related respiratory diseases, but a signifi cant problem remains. Lack of knowledge and application by employers could be held to blame. However, until recently, guidance and technical information have been uncoordinated, often subjective and although much information was available the subject was daunting, particularly for non-specialists. Occupational exposure limits, listed in HSE publication EH40 with EH40/2005 (amendments Oct 2007) as the latest edition, are available but this knowledge is not universal, leaving much room for improvement.

In 2006 the Health and Safety Executive were mandated by the Government to reduce the number of work-related instances of respiratory disease. Better understanding and enforcement of COSHH regulations relating to airborne particulates was thus targeted. HSG37 (Introduction to LEV) and HSG54 (Maintenance, Examination and Testing LEV) would be replaced by completely new guidance documents. HSE set up a working group, HSG258, comprising industry and trade associations, consultants, employers’ and employees’ representatives. The writer represented the Solids Handling and Processing Association (SHAPA).

New guidance documents became available in May 2008 relating to the design and use of dust extraction systems. Initial assessment and mandatory testing at 14 month intervals and the employers’ requirement to

ensure satisfactory breathing air quality for the workforce are clearly explained.

The handbook ‘Controlling airborne contaminants at work’ is for suppliers and installers of LEV equipment and systems and service organisations who perform testing and inspection. It considers the total design of dust extraction systems, from specifi cation, hood and ducting design through to installation and commissioning. The behaviour of dust and fume is described, with explanations of common processes with practical examples. Other relevant COSHH data is described, with references for further study, including allied legislation such as REACH (Registration, Evaluation, Authorisation and restriction of Chemicals). Following information about manuals and log

books, the book gives guidance about thorough examination and test procedures, legal requirements and concludes with a very useful reference list.

This handbook will be particularly useful for LEV manufacturers and consultants engaged in inspection and testing. Employers with a keen interest in breathing air quality management will also fi nd it to be a very helpful guide. It is available to purchase from HSE.

The booklet ‘Clearing the air’ offers general guidance to employers, states their obligations and gives information regarding equipment selection. Information is brief, but includes advice on employers’ responsibilities together with a useful checklist. It is aimed at the non-specialist to help with selection of an LEV or dust extraction supplier.

The pocket guide ‘Time to clear the air’ is an aid for employees in the form of bullet points and a daily checklist. It is intended that every employee who may encounter airborne contaminants should keep a copy for reference.

Both the above publications are available free to download from HSE website, or may be purchased at minimal cost in printed form directly from HSE.

Whilst the woodworking industry will be the fi rst to be targeted by HSE, all industries whose processes could subject workers to dust will gradually be included for more rigorous implementation of this aspect of COSHH regulations. HSE have implemented a training programme for inspectors to achieve this.

A well designed and properly maintained dust extraction (LEV) installation not only helps to safeguard workforce health, but also promotes productivity and indeed product quality whilst minimising energy use, with the added bonus of improved job satisfaction in the work place. Clearly, employee welfare must remain the highest priority, but the benefi ts of compliance will nonetheless prove very cost-effective.

SITE, BUILDINGS &WORKS MANAGEMENT HEALTH & SAFETY

56 | Jan/Feb 2009 | ME



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(Amicus Section)

You know the time is up for high energy and even ordinary domestic light bulbs when your energy provider posts you an unsolicited box of low energy replacements with its latest apology for having to raise the cost of your electricity. If the savings are increasingly viable for the average home user with their limited number of light bulbs, then how much more so for those businesses and industries with signifi cantly higher levels of light usage?

Household Energy Monitor

Of course, businesses from offi ces to factories have traditionally made more use of the ever faithful fl uorescent tube or its smaller sibling,

the compact fl uorescent bulb (CFL) as well as exotica such as sodium discharge, mercury and metal halide lamps for specifi c purposes. However, recent changes in recycling and waste disposal legislation as well as a growing environmental awareness have thrown the dark side of these types of bulbs into the spotlight, namely the hazardous nature of some of the materials used in their construction. This combined with increasing energy costs has put huge pressure on companies to look for more intelligent, environmentally friendly and cost effi cient lighting strategies.

There are three basic approaches to achieving this. The fi rst is the simplest and that is to use less light, which for most companies means wasting less light. At its most basic level, this can be achieved by encouraging people to take more responsibility for switching off lights and other appliances when they are not being used. This can be applied at a team, department, building and company level and in itself, can generate impressive savings.

According to Martin Dix, Director of energy monitor manufacturer Current Cost, a good starting place is for companies to actually be aware of the cost of the energy they are using in

the work place. Energy monitors are regularly used by companies wanting to identify different areas of energy

consumption, including lighting, but this often tends to be at a corporate or strategic level. For example, they may identify the energy costs associated with production area 1, the accounts and sales offi ce or corridors 2 and 3 etc.

But according to Dix, there is a new trend emerging which is encouraging more responsibility at an individual level. “A number of large UK and overseas businesses have been purchasing our monitors to give to their employees so they can better understand their own energy usage at home. Through realising the cost of running their home and how power hungry lights

and appliances are, their approach to energy usage changes and, by dint of human nature, these energy conscious habits are transferred into the work place.” He continues, “As a result employers save money on their electricity bills by only using lighting and other

appliances when they’re required, improve their green credentials by cutting energy wastage, and help their employees do the same at home.”

The second approach is to ensure you are getting the absolute best from your existing lighting system. From a cost perspective this means using the minimum amount of

L IGHTING

Seeing the light

energy required while from an environmental perspective this means maximising bulb life which in turn minimises your lighting waste. According to Michael Bond, Lighting Products Manager for sustainable power business ENER-G, its recently launched breakthrough retrofi t technologies offer the majority of businesses the best way to achieve this with energy savings of between 30-60%. “Most businesses are still reliant on fl uorescent lighting and/or metal halide lighting depending on their specifi c requirements. What each of tvhese have in common is the need for a very precise energy source to fi rst ignite the lamp and then to keep it illuminated optimally. Too much energy, especially on ignition, reduces lamp light output during use, effectively limiting its useful life. It also adds to excessive waste heat from the starter ballast which can cause unwanted complications and add to a company’s air conditioning costs.”


Michael Bond Lighting Products Manager ENER-G

58 | Jan/Feb 2009 | ME

James Millar Greenled MD

To overcome this, ENER-G can provide the leading T5 adaptor for fl uorescent applications and an in-house developed high-intensity discharge (HID) solution which makes use of smart ballasts that smoothes out the ignition process by providing the exact amount of electrical energy required to ignite the lamp. This has two key benefi ts, the fi rst of which is extending the bulb life by at least 100% by eliminating the blackening effect present with traditional ballasts. For a business using a lot of expensive metal halide bulbs this, in itself, can represent a considerable cost saving. The second is that it has the ability to link to external intelligent lighting systems in order to provide the exact amount of light that is required, when it is required. Bond again, “Occupancy activated lighting was simply impossible with HID lighting given the time normally taken to ignite the lamp and have it working at full luminescence. Our HID solution can not only be controlled on an occupancy activation basis, but also by real time light sensors so that the lamps are activated according to fl exible, user defi ned levels. Fluorescent technology can also be controlled on the same basis.” As Bond reminds us, the primary advantage of both of these solutions is that they are 100% retrofi t to a business’s existing lighting systems.

The fi nal approach is to switch to a new form of technology and when it comes to lighting, the widely held view is that the future belongs to the LED. How far in the

future however is a matter of debate with key determining factors being; achieving viable lumens per watt cost and ensuring product reliability. According to Greenled, which describes itself as a new force in sustainable lighting for a growing number of businesses, the future is already here. The company quotes headline statistics of up to a possible 94% reduction in running costs, a usable life of 50,000 hours and the promise of complete recyclability. Further benefi ts include a much lower running temperature, which can help reduce air conditioning costs etc, zero emission of infra red or ultra violet rays, and a high degree of retrofi t capability, including 100% for downlighter fi ttings.

Greenled has produced a whole range of cost comparisons against fl uorescent and halogen bulbs (http://www.greenled.co.uk/comparisons.html) and offers a customised comparison for users (http://www.

greenled.co.uk/savings.html). As an example, the company calculates that if you compare the purchase and running costs of a 3.7W LED and an equivalent number of 35W halogen downlighters over the LED’s lifetime, the LED option is 90% cheaper.

Yet despite the obvious cost appeal, which will only continue to fall as the underlying technology develops, LEDs have remained somewhat blighted by reliability concerns and a failure to deliver the promised longevity. And as most cost comparisons work on the assumption that LEDs do indeed deliver usable light across their entire life, this is a critical concern and one that James Millar, Greenled’s Managing Director addresses head on. “It is the electronics behind the LED that can be their downfall, and that’s the area we’ve looked at in greatest detail, making sure that our technology is of the highest quality. There is no comparison between our products and the typical mass-produced LEDs found in hardware stores”.

He continues, “LEDs work at their optimum when they are provided with a consistent power supply, which means in practice that they need shielding from the considerable fl uctuations that occur in the UK electricity supply. This is the role of the electronics that drive the actual LED and our LED drivers are engineered to work in their full operating

range, which can be from 100-270 volts, over the period of its entire life.” The ability to deliver a consistent energy level that is optimised to the LED’s requirements also protects against overdriving the LED, which can lead to an increase in excess heat with a decrease in lighting effi ciency. It is no surprise that the company is one of the few that can offer guarantees of 2-4 years and it expects to extend the length of these in the future.

Irrespective of which approach your company adopts, the simple truth is that there is nothing to be lost by re-evaluating your current lighting practices. And in the current economic climate when every area of cost and waste is under the spotlight, there is much to be gained by ensuring the spotlight itself is delivering its maximum potential.

“LEDs work at their optimum when they are provided with a consistent power supply, which means in practice that they need shielding from the considerable fl uctuations that occur in the UK electricity supply”.

ME | Jan/Feb 2009 | 59


From clothing and skin creams to sun screen and self cleaning glass, new products incorporating nanotechnology are being designed, manufactured and used every day. According to the British Standards Institute (BSI), the worldwide market for nanotechnology-enabled products is expected to exceed $1 trillion a year by 2015.

HazardousGoods Handling: Nanotechnology

Semi-regular scare headlines persist in the media about the

safe use of such materials with others rightly noting that these new and exciting products will soon become old products

requiring disposal which raises further concerns about safety. But what about the process of manufacturing and storing this material and those products which make use of it in the fi rst place? Traditional hazardous goods and their use are covered by stringent Health & Safety Legislation, specifi cally the Control of Substances Hazardous to Health (COSHH) regulations. Yet nanotechnology is both very new and still relatively little understood with the term itself covering a wide range of materials including nanoparticles, nanofi bres, nanopowders and nanotubes as well as aggregates and agglomerates of these materials. Different types have specifi c properties which lend themselves to particular applications as well as potentially giving rise to different degrees of potential hazard to human health.

Partly as a response to this, the British Standards Institute (BSI) published a series of documents in February 2008 to provide guidance and support for worker, public and environmental safety. Perhaps the most relevant for those concerned with the day to day use and exposure to nanotechnology is BSI PD 6699-2, a guide to safe handling and disposal of manufactured nanoparticles. Yet even here, from the outset the authors acknowledge that, ‘there is considerable uncertainty about many aspects of effective risk assessment of nanomaterials, including the hazardous potential of many types of nanoparticles and the levels below which individuals might be exposed with minimal likelihood of adverse health effects.’

So what we are talking about is essentially best practice based on the available data, which in some cases according to the BSI, for example regarding the potential risks of fi re and explosion from nanoparticles, is almost no data at all. Other potential risks to health identifi ed are those arising from inhalation of nanoparticles, or dermal exposure and ingestion although here again, the body of research available is acknowledged as being incomplete. Even when considering nanoparticles against the HSE criteria that determine whether something is or isn’t a hazardous material, it has to conclude, ‘Given the lack of current knowledge about the toxicity of nanomaterials and the concern that current safety data sheets do not adequately refl ect the hazardous nature of nanomaterials, it is recommended that all nanomaterials are considered potentially hazardous until suffi cient information to the contrary is obtained.’

These knowledge gaps and the inherent uncertainty they introduce make it even more essential to develop an approach to managing the risks associated with nanoparticles and one which errs heavily on the side of caution. The BSI has come up with precisely this, one which comprises 8 stages and begins with collecting all the relevant information available about the material, the work, and any working practices associated with it. Next is a risk evaluation that incorporates assessing the nature of the hazard and the likelihood of exposure. These should be documented and reviewed. Following risk evaluation is the control of exposure which follows the following hierarchy of control – eliminate, substitute, enclose, application of engineering control, procedural control, and personal protective equipment. This includes appropriate dissemination of information, instruction and training. The BSI also maintain that ongoing health surveillance should be undertaken as should regular evaluation to ensure effectiveness of those measures in place. The fi nal stages of the approach deal with the storage and planning of nanoparticles and the prevention of fi re and explosion.

The extreme caution that the BSI advocates when working with such materials should offer workers within the UK the best possible advice to avoid unhealthy exposure to nanotechnology. It does however seem to sit in uncomfortable tension with the increasing pervasiveness of the use of such materials. Which is why its fi nal document, BSI PAS 130 could be the most important, offering as it does guidance on the labelling of manufactured nanoparticles and products containing manufactured nanoparticles. After all, Sir John Lawton, chairman of the recent Royal Commission on Environmental Pollution’s Report, Novel Materials in the Environment: the Case of Nanotechnology, declared he would not wear sportswear coated with nanoparticles due to uncertainty over the nature of such particles. The report itself concluded that there is much we don’t know and also provided its own list of recommendations but at least if the BSI guidelines are followed, those working with the technology should be afforded a measure of protection. And providing everything containing such technology is clearly labelled, we as consumers, like Sir John Lawton, are free to exercise our right to choose how safe we do or don’t believe such technology to be.

Note: The BSI is currently working on an update to handling nanotechnology.directive 80/11

HANDLING & STORAGE

60 | Jan/Feb 2009 | ME

ME | Jan/Feb 2009 | 61


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For the majority of companies with a compressed air system the activity will fall into either use or distribution as described at the end of this article.

Registration, Evaluation, Authorisation and Restriction of Chemicals (REACH) Regulations for users of compressed air systems.

Chris Dee Executive Director BCAS

It is possible that a minority of companies could fall into the defi nition of ‘manufacturing or importing’ or

even in the ‘recovering of materials from waste’ so you are asked the following. The green text links give you the titles of the web links that contain clear indications of what you should do. If all else fails ring the H&SE help line given in the web links.

Q. Does your business manufacture or import chemicals, or recover materials from waste?

If so, then you may need to register under the REACH (Registration, Evaluation, Authorisation and Restriction of Chemicals) Regulation.

If you are a manufacturer or importer we strongly recommend that you check if you needed to have taken action by 1 December last year.

Users and distributors of chemicals do not have to register. However you should ensure that all the chemicals you deal with have been pre-registered or registered by the supplier. See below for further details.

Manufacturing and importing chemicals

If you manufacture or import from outside the European Union (EU) one tonne or more of any chemical substance in a calendar year, you must pre-register or register these substances with the European Chemicals Agency. You should have taken action by 1 December.

This also applies to your business if you import certain articles containing chemical substances from outside the EU.

Pre-registration is available for certain commonly used chemicals. If you choose to pre-register you

� WRAP: REACH - Obligations for producers of recycled aggregates

Using and distributing chemicalsMost businesses use chemicals in some way,

in a wide range of activities including hairdressing, decorating, cleaning and gardening.

If you use or distribute chemicals, you should ensure that all the chemicals you deal with have been pre-registered or registered by the supplier. If they are not you may struggle to obtain them in the future.

Check the NetRegs guidance to fi nd out how REACH may affect you.

� REACH Regulation – manufacturing, using, selling and importing chemicals

For further information related to the REACH Regulations and the compressed air industry contact the British Compressed Air Society for expert and impartial advice by email to [email protected]

COMPRESSED AIR

may be able to delay full registration for up to 10 years. Pre-registration is free and should have been completed by 1 December as well.

For further information about pre-registration visit the Health and Safety Executive (the UK REACH Competent Authority) website.

� Health and Safety Executive: REACH pre-registration - what do I need to do?

Recovering materials from wasteIf you recover a substance from waste in

quantities above one tonne per calendar year, REACH may also apply to you.

If your business recovers aggregates from waste to produce recycled aggregates you must register to comply with REACH. You must register or pre-register any chemical substances contained in the products.

For further information on REACH and aggregates visit the WRAP website.

COMPRESSED AIRSITE, BUILDINGS &WORKS MANAGEMENT

62 | Jan/Feb 2009 | ME


January 2009 saw changes in the Health and Safety Offences Act 2008 come into effect. Made in response to criticisms that the existing legislation was inconsistent and didn’t provide enough teeth when it was actually called upon, these changes bring much stiffer fi nancial penalties and much greater powers of imprisonment at both magistrate and crown court level. The penalties were only previously applicable to a small number of breaches but the Act has broadened the power to cover almost all offences. They will also address the sense of disproportion between the very real damage suffered by individuals and their families and the minor penalties for those at fault.

Duty of Care — Better Safe than Sorry

The Act, which amended Section 33 of the Health and Safety at Work Act (1974)

raises the maximum penalties that can be imposed in the lower courts from £5,000 to £20,000. The range of offences for which an individual can be imprisoned has also been broadened to include sections 7 and 37 of the Act, as has the length of sentence (now up to 2 years) with the option of imprisonment being available to the lower courts. Section 7 requires that all employees take reasonable care of themselves and others in the way they conduct their work while section 37 addresses the actions of directors, managers, secretaries and other similar offi cers of corporate bodies. It is hoped that these changes will make justice faster, less costly and more effi cient.

Yet according to Neal Stone, Head of Policy and Public Affairs for the British Safety Council, these changes in penalties for health and safety offences will directly impact on only a relatively few companies. “The reality is that the vast majority of employers take their Health and Safety responsibilities seriously to begin with. Those it will affect are the minority of companies at the edge of safe working practises which have traditionally not taken their responsibilities seriously.” Because of this, Stone does not anticipate that we’ll see a huge increase in the actual number of prosecutions and instances where these new heavier penalties will be implemented.

But if that’s the case, are the new penalties suffi cient to make such companies take notice or will this turn out to be another perceived case of the HSE talking tough but failing to deliver? Stone again, “It will only take a few high profi le cases where employers receive the full weight

of the law to bring the message home. It also has to be said that it is hoped that increased media coverage of health and safety prosecutions and possible resulting tougher penalties will spur employees to raise health and safety concerns with their employers before anything tragic happens.”

Mary Clarke, CEO of Cognisco, a leading knowledge development company, agrees that it would be better for HSE issues to be identifi ed and rectifi ed before anything tragic has to happen. Where she disagrees with Stone is over the number of companies that will be affected by these changes and the reasons why this may be the case. The underlying reason for this according to a growing body of evidence currently being collated by Cognisco, is that when it comes to employees, there can often be signifi cant areas of misunderstanding about their own responsibilities.

Clarke cites an analysis of some one million global workers which show amongst other things that 1 in 4 employees misunderstood a key aspect of their job. She also draws attention to another factor which potentially puts the majority of businesses, not just the minority of persistent offenders, at risk of falling foul of the harsher penalties. “Many companies, especially larger ones, rightly undertake regular employee Health and Safety Risk assessments to minimise employee misunderstanding in this area. Yet there is growing recognition that for many employees there is a difference between knowing what they ought to do and what

they actually would do in a given situation.” The reasons for this tend to be primarily the impact and infl uence of the work culture and practice, the sense of ‘I know we should do it like this but we’ve

always done it like that.’ This can be exacerbated in a business climate with increasing numbers of mergers and acquisitions which often bring employees from different work cultures and practices together, some of which may be confl icting.

Because of this Cognisco has devised an employee self assessment test which includes a number of situational judgement questions designed to encourage the employee to honestly identify what they

actually would do in a given Health and Safety scenario. According to Clarke, these enhanced assessments will highlight areas where attitude and knowledge differ and provide large organisations with a better understanding of their employees in order to reduce this area of risk. Which can only be good for employers, employees and members of the public that come into contact with companies because when it comes to Health and Safety, it’s always better to be safe than sorry.

LEGAL LIABILITY

“... it is hoped that increased media coverage of health and safety prosecutions and possible resulting tougher penalties will spur employees to raise health and safety concerns with their employers before anything tragic happens”.

ME | Jan/Feb 2009 | 63

64 | Jan/Feb 2009 | ME

PR0DUCT REVIEW

Engineers re-train

Engineers feeling the pinch of the

credit crunch should seriously consider transferring their skills to emerging sectors, according to leading recruitment specialist ATA. Where, historically,

the UK has experienced a shortage of young people going into engineering, the economic crisis could lead to numbers of highly skilled individuals, particularly in the manufacturing, automotive and construction, being surplus to requirements. Yet at the same time, the emerging renewable energy sector is enjoying growth and is searching for engineers to work in areas such as onshore and offshore wind power, solar power, biomass, biofuel and ground source systems.

ATA offers engineering candidates sound advice to help them transfer their existing skills the technologies – and it says there is no shortage of positions to fi ll.t: +44 (0)161 876 6556 [email protected] or enter 1882 at www.maintenanceonline.co.uk/ME

You Can Teach an Old Dog New Tricks

Many Health, Safety and Environmental issues require a ‘Competent Person’ to manage them. The Castle Training Academy is launching a number of

new courses including the IOSH Working Safely and Managing Safely qualifi cations, Managing Asbestos and Managing Confi ned Spaces. Other subjects covered include Noise at Work, Human Vibration, Environmental Noise, Audiometry and COSHH each being designed to meet the specifi c objectives required by the relevant authorities. Most courses carry CITB grant approval and IOSH CPD points. So, no matter what your prior knowledge and level of understanding is, there will be a course to suit.

As a supplier of measuring Instrumentation for health, safety and the environment, Castle Group Ltd are in the perfect position to provide up-to-the-minute knowledge, top-notch expertise and plenty of equipment to use on the course. t: +44 (0)1723 584250 [email protected] or enter 1884 at www.maintenanceonline.co.uk/ME

Service Focus

Richard Spires refl ects on the scope of the new Service Division of BEKO

Technologies: “We offer advice on energy saving and our on-site energy services include full leak surveys, fl ow metering/data logging, dewpoint analysis and oil content monitoring. We also provide a full air quality testing service. As far as process equipment is concerned, we can service and repair any size or make of adsorption or refrigerant dryer (now is a very busy time for refrigerant dryer work due to new regulations covering this sector); install our own engineering polymer pipework systems; and have expert knowledge of fi ltration systems – in fact, we do everything except service compressors- if we need to do this we work with one of our specialist partners. t: +44 (0)1527 575778 [email protected] or enter 1883 at www.maintenanceonline.co.uk/ME

Comprehensive Noise Measurement Kit

Cirrus Research plc is offering a simple and comprehensive option for Noise at Work

and Environmental Noise monitoring solutions; the CK:821C Sound Level Meter Kit. Each

kit is supplied with a CR:812C sound level meter, a calibrator, windshield, licence-free Deaf Defi er3 software and manuals, as well as a 2-12 year guarantee. Outdoor measurement kits are available environmental noise monitoring, with remote access via an optional GSM modem.

The CR:821C meter is available in

Class 1 accuracy and complies with the latest IEC 61672 measurement standard as well as IEC 60651 and IEC 60804. Other features include data download to a PC via a USB connection and free lifetime updates to the Deaf Defi er3 software. The meter also includes 1:1 Octave Band Filters, which support the selection of hearing protection (PPE) through the Deaf Defi er software t: +44 (0)1723 891655 [email protected] or enter 1885 at www.maintenanceonline.co.uk/ME

Safety Benefi ts of ‘Smart’ Lights

Dialight’s semiconductor-based LEDBright luminaires are built for frequent switching

off/on, unlike traditional lights, so they remove the need for 24/7 safety lighting. As ‘smart’ lights the luminaires also have ‘instant-on’ ability, achieving full brightness in nanoseconds, so they’re especially practical as safety lights in low traffi c areas where they can be left off or dimmed and triggered to come on by proximity switches when someone enters. They also offer superior colour rendition over sodium lights, thus producing more useful CCTV footage, and their ability to focus light directionally makes them more effi cient at lighting shelving and straight walkways with reduced light spill. t: +44 (0)845 6346161 [email protected] or enter 1886 at www.maintenanceonline.co.uk/ME

Lean and Fit

Ciba takes Lean Engineering seriously, which is why their policy of continuous improvement and waste minimisation led them to invest in reverse osmosis from ELGA Process Water.

The Ciba factory in Bradford has an on-site borehole, but was only using 70% of the licenced abstraction rate since the quality was not suitable for feeding the CHP plant boiler make-up deioniser. The company wanted to maximise the utilisation of the borehole supply, so asked Elga to come up with a solution for pre-treating the water so that it could be fed to the deioniser. The treatment system included sand fi lters, organic scavengers and a MegaRO, and has allowed Ciba to replace most of its mains water usage with treated borehole water. With the subsequent savings Ciba look set to recoup their investment in under two years, and now use almost all of their borehole abstraction licence capacity. t: + 44 (0)1628 897000 [email protected] or enter 1887 at www.maintenanceonline.co.uk/ME

SITE, BUILDINGS&WORKSMANAGEMENT

nt Person’umber of

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ME | Jan/Feb 2009 | 65


SIMPLIFY PIPE JOININGSIMPLIFY PIPE JOINING

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repairs are carried

out quickly and

economically with

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� Simple & Rapid Installations - in Minutes� Joins plain-end Pipe - No Prep Required� Reusable in Pipework Dis/Assembly� Stress-Free Joining with Misalignment� Problem Solver in Restricted Spaces� Lloyds Approved for Machinery Spaces

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Marven House • 1 Field Road • Reading RG1 6AP ENGLANDTel: 0118-9503707 Fax: 0118-9504066 Intern’l Dialling: 44-118+No.

Email: [email protected] • Website: www.straub .co.uk

MV Fluids Handling


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Industry agreed measurement

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66 | Jan/Feb 2009 | ME

PR0DUCT REVIEW


Air/Gas Leak DetectionAt the press of a button – GOTEC LDS

is instantly ready to locate the smallest low pressure leaks from compressed air and every other gas – quickly, reliability, safely and conveniently.

• Non-infl ammable • With corrosion inhibitor • Non-toxic and biodegradable • Free from oils, halogens, salts, metals and CFCs (since 1973) • Propellant: Compressed Air • Totally safe to user, equipment, environment and ozone layer • Can with 360° valve – spray at any angle from upright to inverted • NATO Stock No: 4910-99-930-4489 • For sub-zero ambient temperatures down to -45° use GOTEC LT45For further information t: 01438 740400 Fax: 01438 740005 or enter 1888 at www.maintenanceonline.co.uk/ME

Safety – In Seconds

A metal packaging manufacturer decided to improve safety on its factory fl oor by

applying a new traffi c marking system, and RapidShield UV-curable fl oor coating technology from Quaker Chemical Co was the chosen solution. Once applied, RapidShield is cured instantly by a portable UV-light unit which turns the coating into a solid fi lm, at the same time creating a strong bond to the substrate. This fast cure means there will be minimal disruption to production as, within minutes, the fl oor can be used again. The fl oor coating is non-fl ammable, low odour, contains no solvents or isocyanates and complies with all the latest VOC and HAP regulations. It has been tried and tested in many factories and distribution warehouses throughout Europe and the USA, and is designed for use on any new or existing concrete fl oor. t: +44 (0)1453 820800 [email protected] or enter 1893 at www.maintenanceonline.co.uk/ME

Sara Polarises Industrial Doorssara Loading Bay Specialists has been looking after the loading bay and door requirements of Polartech in Manchester – a leading name in metalworking fl uids. Since the fi rst high speed doors were installed in 2005, Polartech has added dock shelters, insulated overhead doors and dock lights, as well as control panels to link the products together. Polartech’s Ops Manager, Roman Mikolajewicz, comments: “The doors are performing well and it is easy to see why they are0 in a class of their own. The build quality and reliability is excellent, with the added bonus of a corrosion-free anodised aluminium fi nish that is not only practical but adds a great aesthetic perspective. The door has many in-built safety features and I fi rmly believe they deserve their ‘best in class’ status”. t: +44 (0)1923 208888 [email protected] or enter 1891 at www.maintenanceonline.co.uk/ME

Lambert to Spearhead Sales Drive

TDP, recently appointed UK distributor for Netlon Industrial Products (an innovative range of thermoplastic meshes and nets for the manufacturing, engineering and industrial markets)

has appointed Chris Lambert as technical sales manager. Chris brings extensive experience in sales and marketing to his new position. In his new role, Chris will implement TDP’s sales and marketing strategy for Netlon working closely with new and existing customers. He commented, “I am delighted to be joining TDP at this exciting stage of the company’s development. Netlon has an excellent reputation and I am looking forward to the challenge of working with such a diverse range of market sectors, supplying new customers and establishing new markets.”t: +44 (0)1629 820011 [email protected] or enter 1893 at www.maintenanceonline.co.uk/ME

Protecting Underground Gas Storage Pipework

Over 20km of pipeline are being used at Stublach in Cheshire to connect natural gas

storage cavities that have been formed by the extraction of brine. To give long-term corrosion protection in the corrosive saline environment, the pipeline sections have been wrapped with Winn & Coales’ Densoclad 70 & 70S. Densoclad 70, medium to heavy-duty tape, is designed for

corrosion protection of medium and large diameter pipes, welded joints, bends and fi ttings, and is applied over Denso primer. The tough pvc backing, combined with polymer bitumen adhesive, ensures complete protection and exceptional resistance to damage by impact, poor backfi ll or aggressive ground conditions. 70S has a stiffer pvc backing, which enables it to withstand greater tension when being applied on a motorised rolling rig.

Seashield Protection

Winn & Coales (Denso) Ltd’s SeaShield 2000FD system was specifi ed to give additional protection to a number of legs on Western Ferries new berthing structures at McInroy’s

Point, Gourock and at Hunter’s Quay, Dunoon. The construction and assembly of the tubular pile legs resulted in exposed areas within the tidal zone that did not receive adequate protective coating. The installation of the protective system began with the application of Denso Paste S105, Denso Marine Piling Tape and then the HDPE jackets, which were put into position with stainless steel fi xings. Denso Marine Piling Tape, a cold applied petrolatum-based tape for application under water, is the primary anti-corrosion protection in the SeaShield system with a proven 35-year record. The jackets will also give abrasion protection for the Tape system.t: +44 (0)20 8670 7511 [email protected] or enter 1894 at www.maintenanceonline.co.uk/ME

Enter the relevant enquiry number at www.maintenanceonline.co.uk/ME for more information from advertisers

For the Maintenance Forum, Maintenance Directory, Courses and Maintenance books

INDUSTRIAL SEARCH ENGINE

ACOUSTIC EMISSIONHolroyd Instruments Ltd

www.holroyd-instruments.com

ASSET MANAGEMENT KNOWLEDGEThe Woodhouse Partnership Ltd

www.twpl.com

BALLSCREWS REPAIR/REPLACEMENT

Jena Rotary Technology Ltdwww.jena-tec.co.uk

BENCHMARKINGESS Ltd

www.essassetcare.co.uk

MCP Consulting & Trainingwww.mcpeurope.com

BEARINGSBaldor Ltd

www.baldor.com

BOILERSBeamont Hire - Boilers

www.beaumonthire.co.uk

Wellman Robey Ltdwww.wellman-services.com

BOLT SECURING SYSTEMSNord-Lock Ltd

www.nord-lock.com

COMBUSTIONThe Combustion Engineering

Associationwww.cea.org.uk

COMPRESSSORSBoge Compressors Ltd

www.boge.co.uk

British Compressed Air Societywww.bcas.org.uk

Donaldson Ultrafilterwww.donaldson.com

Gardner Denver Ltdwww.gardnerdenver.com

COMPRESSSOR HIRESpeedy Power

www.speedyhirecom

COMPUTERISED MAINTENANCE MANAGEMENT

Agility www.getagility.com

Keytracker at Maintec 2009

See Keytracker at MAINTEC (NEC, 17-19 March, 2009) and fi nd out how their cost- effective key management solutions can

benefi t your business. For everyday key management there’s the mechanical system that works on the principle of coloured key pegs and secure tags to identify who has which key at all times. If an electronic system is required then take a look at the ULTIMA. This innovative system has so much to offer including advanced biometric security technology, comprehensive embedded key management software, inbuilt web server, email alerts and SIM card software – all designed to control key access remotely 24/7.t: +44 (0)121 559 9000 [email protected] or enter 1889 at www.maintenanceonline.co.uk/ME

PR0DUCT REVIEW


ATEX Rated Air Bench

WorkPoint are pleased to announce their new air bench. AirBench ATEX is designed specifi cally for use in potentially explosive dust

atmospheres while providing the same high standards of breathing protection that users have come to expect from the UK’s leading supplier of downdraught benches. The new unit has already been supplied to lmanufacturers of medical components for use when weighing powder mixes within an ATEX rated area. The new bench uses high grade, independently certifi ed, ATEX rated components with 2-stage fi ltration to ensure dust generated during manual processes is effectively captured and contained. Various sizes are available and non-standard fi lter confi gurations can be provided on request.t: +44 (0)1206 791191 or enter 1896 at www.maintenanceonline.co.uk/ME

Ryanair and BA choose WOODCON

Woodcon, the specialist manufacturer of Maintenance

Planning Systems, has recently fully merged with their parent company, Display Developments, in their 40,000 sq ft manufacturing facility in Erith, Kent. In addition to supplying a standard range of products Woodcon offer a bespoke design and build service with systems tailored to meet specifi c requirements. Ryanair and British Airways both recently chose Woodcon to manufacture mobile workstations & document control panels for their Aircraft Maintenance facilities at Stansted and Cardiff. t: +44 (0)1322 444400 [email protected] or enter 1895 at www.maintenanceonline.co.uk/ME

Swagelok names Regional Director

The Swagelok Company has announced the appointment of Deric Wallace as regional director,

Europe – a role in which he will be responsible for all aspects of business development, sales and service support within the region.

Headquartered in Solon, Ohio, U.S.A., Swagelok Company is a major developer and provider of fl uid system solutions, including products, assemblies, and

services for the research, instrumentation, pharmaceutical, oil and gas, power, petrochemical, alternative fuels, and semiconductor industries. Its manufacturing, research, technical support, and distribution facilities support a global network of more than 200 authorized sales and service centers in 57 countries. For more information visit the company’s Web site at www.swagelok.com or enter 1892 at www.maintenanceonline.co.uk/ME


For the Maintenance Forum, Maintenance Directory, Courses and Maintenance books

INDUSTRIAL SEARCH ENGINE

Cayman Venture Ltdwww.cayman.co.uk

FSI (FM Solutions) Ltdwww.fsi.co.uk

Qube Global - Planet FMwww.qubeglobal.com

Real Asset Mana ment Plcwww.realassetmgt.co.uk

Service Workswww.swg.com

Tempus MTAS Ltdwww.mtas.co.uk

Xetec Ltdwww.xetec.co.uk

CONDITION MONITORING EQUIPMENT/SERVICES

Artesis www.artesis.com

Corus Northern Engineering Services www.corusnes.com

Institution of Diagnostic Engineerswww.diagnosticengineers.org

Kittiwake Developments Ltd www.kittiwake.com

PCB Piezotronics Ltdwww.pcbpiezotronics.co.uk

Pruftechnik Ltdwww.pruftechnik.co.uk

Schaeffler (UK) Ltdwww.schaeffler.com

CRANESKONECRANES UK

www.konecranes-uk.com

DRY ICE BLASTINGClean Surface Ltd

www.cleansurface.co.uk

IceTech A/Swww.icetech.dk

DUCTING/PIPEWORK/VACUUM SYSTEMS

Jacob (UK) Ltdwww.pipe-systems.net

ELECTRICAL MAINTENANCEAucotec Ltd

www.engineeringbase.com

EQUIPMENT RENTAL/HIREDirect Instrument Hire

www.instrument-hire.co.uk

Inspectahire Instrument Co Ltdwww.inspectahire.com

EVENTSeasyFairs® MAINTEC 2009

(17-19 March 2009, Birmingham)www.easyfairs.com/maintecuk

Maintenance North WestConference, Exhibition, Workshops, Seminars

2 June 2009www.maintenanceonline.co.uk

Railtex Exhibition10-12 March 2009, London

www.railtex.co.uk

FLEXIBLE CABLESIgus

www.igus.co.uk

GEAR BOX REPAIRSHansen Transmission

www.hansentransmissions.net

GEAR TECHNOLOGYDavid Brown

www.davidbrown.com

HOSE & COUPLINGSDixon Group Europe Ltdwww.dixoneurope.co.uk

INDUSTRIAL CONTROLSAsco Numatics

www.ascojoucomatic.ltd.uk

INTERNET ENABLED MAINTENANCE Accent Software

www.helponline.org

LASER ALIGNMENTPruftechnik Ltd

www.pruftechnik.co.uk

LIQUID STORAGE Empteezy Ltd

www.empteezy.co.uk

LUBRICANTS & LUBRICATION SOLUTIONS

ATS Electro-Lube (UK) Ltdwww.ats-electro-lube.co.uk

Millers Oils Ltdwww.millersoils.co.uk

Shell Lubricantswww.shell.com

Sovereign Lubricantswww.sovereign-omega.co.uk

Wymark Ltdwww.wymark.co.uk

MACHINING & POWER PLANT MAINTENANCE

RWE Power InternationalTSG Ferrybrid

www.tsg.rwepi.com

MAINTENANCE CONSULTANCYMainnovation

www.mainnovation.com

NOISECirrus Research

www.cirrusresearch.co.uk

NOISE AND VIBRATION INSTRUMENTATION

SKF Condition Monitoring Centrewww.skf.com/cm/microlog

PIPE COUPLINGS Teekay Couplings

www.teekaycouplings.com

PUMPS Hayward Tyler

www.haywardtyler.com

SENSORSHansford Sensors Ltd

www.hansfordsensors.com

SPINDLE REPAIR/REPLACEMENTJena Rotary Technology Ltd

www.jena-tec.co.uk

STRATEGIC MAINTENANCE & ENGINEERING SERVICES

J&P Groupwww.jandpeng.co.uk

TEMPERATURE, SENSING & MEASUREMENT

Labfacility Ltdwww.labfacility.co.uk

THERMOGRAPHYFlir Systems Ltd

www.flir.com

Fluke (UK) Ltdwww.fluke.com

Land Instruments Internationalwww.landinst.com

Metrum Information Storage Ltdwww.metrum.co.uk

Radir Infra-Red Systemswww.radir.com

Testo Ltdwww.testo.co.uk

Thermoteknix Systems Ltdwww.thermoteknix.com

UK Thermography Associationwww.ukta.org

TRAININGMCP Consulting & Training

www.mcpeurope.com

Oakley Services Ltdwww.oakley-services.co.uk

Reliability Maintenance Solutionswww.rms-training.com


BLOWERS/COMPRESSORS

ASSET MANAGEMENT

AIR CONDITIONING HIRE

ADVERTISING GIFTS

BALANCING

0500 526696FREEPHONE

A I R C O N

Portable air conditioning

H I R E

[email protected]

Portable

HTHE ALL NEW7.5KW AIRCON OPERATES ON A 13 AMP SOCKET

www.watkinshire.co.uk

ME Enquiry No.173

ME Enquiry No.172

ME Enquiry No.1720

ME Enquiry No.1006

ME Enquiry No.1020

GO GREEN WITH EMC.Easy to order

TO ADVERTISE, CALL 01252 783111SPECIALIST SERVICES DIRECTORY

BOILER HIRE

Wellman Robey Limited.Newfield Road,Oldbury,West Midlands,B69 3ET. [email protected]: 0121 543 0070

NEW BOILERSSteam – Hotwater –

Combination

BESPOKE BOILERSWaste Heat –

Bio Mass - CHP

HIRE BOILERSLong / Short Term –

Emergency

ALL MAKES:Repairs & ConversionsIncluding Economisers

TrainingIn-house or on-site

ServiceSingle – Flexible –

Long Term Contracts

SparesLarge menu in stock

Hotline:

ME Enquiry No.826

ME Enquiry No.181

BOILERS

BOILERS

Gas & Oil fired heating and domestic hotwater boiler rental

Hospitals • Schools • Flats • HotelsIndustry • Office • Airports • Rental Leisure

HEAT FOR HIRE

FOR:

Beaumont Hire LimitedBelbins Business Park,Cupernham Lane,Romsey, Hants SO51 7JFTel: 01794 522266 Fax: 01794 522007Email: [email protected]

ME Enquiry No.182

BOILERS

ME Enquiry No.176

BOILERS

ME Enquiry No.848

MANUFACTUREMANUFACTURE

BOILER HIREBOILER HIRE

OPERATIONALSUPPORT

OPERATIONALSUPPORT

• Industrial Steam &Hot Water Boilers

• Full Turnkey Projectsfrom design toinstallation

• Industrial Steam &Hot Water Boilers

• Full Turnkey Projectsfrom design toinstallation

• Long Term & Emergency Hire

• Steam Boilers

• Hot Water Boilers

• Multiple BoilerCombinations toSatisfy High Demand

• Long Term & Emergency Hire

• Steam Boilers

• Hot Water Boilers

• Multiple BoilerCombinations toSatisfy High Demand

• Service Contracts

• Boiler Operator Training(national qualification)

• Repair

• Boiler & Burner Spares(next day delivery)

• Service Contracts

• Boiler Operator Training(national qualification)

• Repair

• Boiler & Burner Spares(next day delivery)

Tel: 01535 665225Email: [email protected]: www.byworth.co.uk

BOILERS

ME Enquiry No.177

BOILERS

0500 526696FREEPHONE

OFFICES/DEPOTS• West Midlands• Scotland• Yorkshire• Lancashire• Gloucestershire• Oxfordshire• Hampshire• London

S T E A M

Europes Leading Supplier of Steam boilers from 100-lbs/hr up to 70000-lbs/hr

Trailerised, Containerised & Static Steam Boilers

Heating boilers from 70kw up to 3000kw

[email protected]

www.watkinshire.co.uk

ME Enquiry No.243


ME Enquiry No.190

CMMS

Make complexstuff simple.

It’s maintenance. Managed.

To discover more agile maintenance managementvisit www.getagility.com or call 01924 200344

Affordable and easy to usemaintenance software

• Browser-based

• Fresh innovative design

• Completely configurable

• Simply great value

DUST CONTROL

DRY ICE CLEANING

EQUIPMENT RENTAL/HIRE

www.danthermfiltration.co.uk

T: 01132 739400

Dust extraction

Manufacture

Installation

Service, Spares, LEV

Nordfab clippedducting

ME Enquiry No.996

ME Enquiry No.1007

DRUM HEATERS

ME Enquiry No.201

ME Enquiry No.199

AV

AIL

AB

LE

FR

OM

ST

OC

K

AV

AIL

AB

LE

FR

OM

STO

CK

TEL: 01799 523177FAX: 0199 513714

[email protected]

www.drum eatersuk.com

DRUM HEATERS

ME Enquiry No.200

CONDITION MONITORING

ME Enquiry No.197

Tel: 0114 243 0555www.icetech.dk

IceTech UK machines

ME Enquiry No.202


Pioneering technology giving you fast & effective Condition Monitoring– affordable, field proven, rugged & compact

What more do you need from a CM tool!

ideal for bearings, pumps, fans, motors,gearboxes, mixers and other

rotating equipmentdown to 0.25rpm

01629 822060www.holroyd-instruments.com

find the PROBLEMSbefore they find YOU!

CONDITION MONITORING CONSULTANTS

ME Enquiry No.196 ME Enquiry No.1443



ME Enquiry No.1014

ME Enquiry No.1312ME Enquiry No.1112

BOOKS

CASES & FOAM PACKAGING

ME Enquiry No.1158

Foam &P a c k a g i n gS o l u t i o n s

Tool controlTote traysC a s e s

Think Foam.Think Polyformes.Tel:01525 852444

email:[email protected]

CMMS

CMMS

ME Enquiry No. 1313

ME Enquiry No.183

Qube Global Software - Planet Division

Tel: 01932 334700 Email: [email protected]: 01932 355654 Web: www.qubeglobal.com

Planet FM Enterprise from the Planet division of Qube GlobalSoftware, provides a single, integrated alternative: a suite offunctionally rich modules that are tightly linked to deliver best-of-breed functionality. The software suite addresses the full spectrumof FM services, from property management and maintenance, toconsolidated help desks and state-of-the-art mobile solutions.

Flexible, responsive and easy to use, Planet FM Enterprise can beeasily tailored to suit specific business processes and workingpractices and offers standard interfaces to link into financial andprocurement systems.

Planet FM Enterprise software provides a detailed, end-to-end viewof facilities management processes in real time and the flexibility toadapt to organisational or operational changes of the future.

Planet has over 25 years of innovative CAFM and CMMS solutions to over 700 customers. To find out more visit:

www.qubeglobal.com

Contact: Stella Knights T: 020 8780 6222

[email protected] www.swg.com

QFM – Advanced CMMS

CMMS

ME Enquiry No.188

CMMS

ME Enquiry No.185

Let us help change your world. Tel: +44 (0)1708 251900 or visit www.fsi.co.uk

Giving you the right CMMS tool for the job

ConceptTM

ConceptTM, includes:

Helpdesk Asset Management

Web integration PPM

Property & Estates Management

Room Booking

PFI Payment Mechanism Solution

Workfl ow for businessprocess automation

Digital Dashboard Etc.

ME Enquiry No.189

CMMS

CMMS

shiresystems.co.uk

10 000 organisations rely on Shire maintenance software

Call 023 8022 4111 now for your FREE and fully functional Trial CD

� Easy to use� Does the job� Latest technology� Why pay more?

BOOKS


Tel: 01909 504 709Fax: 01909 504 774

e-mail: [email protected]

Industrial Hydraulics MaintenanceMobile HydraulicsPower Pneumatics and ControlHydraulic System DesignPumps and Pump Control SystemsHydraulic Trouble ShootingContamination Management and Oil AnalysisBespoke Courses – Plant Specific and On-Site

Electrical/Electronic Control Siemens STEP 7

CETOP BFPA - Industry Standard Qualifications

Electro-hydraulics

THE UK’S PREMIER CENTRE FOR TRAINING ANDEDUCATION IN HYDRAULICS, PNEUMATICS ANDASSOCIATED ELECTRONIC CONTROL. (TRAININGCOLLEGE FOR THE FLUID POWER INDUSTRY)BEST EQUIPPED CENTRE IN THE UK. SUPPORTED BYTHE BFPA and MAJOR INTERNATIONAL COMPANIESISO 9001 APPROVEDPRACTICAL HANDS ON COURSES inc. short courses/modules

Ask us about our moneyback guarantee

igus® (UK) Limited51A Caswell RoadBrackmills Ind. EstateNorthampton NN4 7PW

Phone 01604-677240Fax [email protected]

ME Enquiry No.207

ME Enquiry No.1445

FLUID POWER TRAINING

FLEXIBLE CABLES

easy steps31

2

scan the machinery with a UV/blue inspection lamp

allow the dye and oil combination to circulate

add the UV fluorescent dye to the hydraulic oil/oil based fluid

3

Find hydraulics leaks fast

01256 460300call now

Guardian HouseStroudley RoadBasingstoke, HampshireRG24 8NL, Fax : 01256 [email protected]

ELECTRICAL TESTINGGUTTER LINING INSTRUMENT HIRE

INTERNAL VISUAL INSPECTION

THE COMPLETE EX EQUIPMENT INSPECTION & ASSET MANAGEMENT

SERVICE

X/DSEAR Compliance Strategy (Mechanical/Electrical Equipment)Ex Maintenance Strategy

01224 595 353

231A Union Street, Aberdeen AB11 6BQ

LASER ALIGNMENTINDUSTRIAL DOORS

LEAK DETECTION

ME Enquiry No.244

ME Enquiry No.214

ME Enquiry No.1019



ME Enquiry No.209

NOISE CONTROL

LUBRICATION

LUBRICATION

Servais Silencers409 Harlestone Road,Northampton NN5 6PB.

Manufacturers of industrialand marine silencers andexhaust systems for dieselengines, spark arrestors,flame traps, air silencers,vent silencers, air filters,exhaust pipework andflanges etc.

Contact: J.N. GreenTel: 01604 754888Fax: 01604 759548www.servais.co.uk

SPECIALIST LUBRICANT & SEAL SUPPLIERS

OilsGreasesAdditivesAutomotiveOil AnalysisSite SurveysCondition MonitoringDispensing Equipment

O-RingsFlat GasketsRotary Seals

Hydraulic SealsSealing SystemsPneumatic Seals

Mechanical SealsEngineering Plastic Parts

Special Parts Made To Order

T: 01484 718674 - F: 01484 400164W: www.sovereign-omega.co.uk

E: [email protected]

PIPEWORK

ME Enquiry No.218

ME Enquiry No.1446

ME Enquiry No.1447

ME Enquiry No.220

INSPECTAHIREINSTRUMENT

COMPANY LTD

• Boroscopes• Video Endoscopes• CCTV Pipe Cameras• EExd CCTV• NDT Equipment• Thermographic Cameras• Surveys

for all your hire requirements:

[email protected]

Tel: 01224 789 692Fax: 01224 789462

HEALTH & SAFETY

HEALTH & SAFETY JOBS

Looking for a

new job?For hundreds of

maintenance and

engineering positions,

go to the

Recruitment page at

www.maintenance-

online.co.uk

PUMPS

www.dualpumps.co.uk

More than just pumps

for more details visit

ME Enquiry No.1011

EXHIBITION

easyFairs®

MAINTEC

17-19 March 2009NEC BIRMINGHAM

The UK's mostcomprehensive event for the maintenance & asset managementindustry just got bigger!Following a successfulevent in March, visitornumbers increased by10% and exhibitors weredelighted with the qualityof buyers that attended.

“This was our second year at easyFairs® MAINTECand we have doneexceptionally well. Not onlyhave we received lots of enquiries, we’ve also madesales here, so the show hasalready paid for itself.”Stephen Mottershead, MD, AV Technology

Space for 2009 is selling out fast. Book your stand today, call Joao Costa on 020 8622 4467

ME Enquiry No.205


LEGIONNAIRES DISEASEHelpline 0870 SAFE H20

SAS

T:F:

W:E:

WATER TREATMENT

ME Enquiry No.820

ME Enquiry No.825

oakley services uk ltd

os

Supplying practical solutiontraining for your industry

Medical Training Services

Health & Safety Services

Technical Training Services

Operational Training and Consultancy Services

t: 01256 698050www.oakley-services.co.ukmodern techniques … traditional values

TRAINING

Technical Training Solutions

Providing Practical Engineering

technicaltrainingsolutions.co.uk

Contact us for your copy of the 2009 brochureT: 01634 731470E: [email protected]

ElectricalElectronics MaintenanceMechanicalFluid powerPneumaticsMotor drivesInstrumentationOperator trainingPLCs17th edition wiring regulations

Skills Training For Industry

TRAININGTRAINING

ME Enquiry No.1111

ME Enquiry No.246

TORQUE CONTROL

ME Enquiry No.227

THERMALTECthermographic surveys

Specialist thermographic surveys of:

n Electrical systems

n Mechanical systems

n Buildings

n Furnaces

telephone: +44(0)1732 362385 mobile: 07920 772990 email: [email protected] web: www.thermaltec.co.uk

ITC CertifiedMember of

UKTA, BINDT, IET

THERMOGRAPHIC SURVEYS

ME Enquiry No.1022

THERMOGRAPHIC TRAININGTHERMOGRAPHIC EQUIPMENT

ME Enquiry No.225

ME Enquiry No.1016ME Enquiry No.824

TEMPERATURE SENSING

Leaders in temperature measurement

Certificate No. 4746

www.labfacility.co.ukEurope’s leading

manufacturer of industrialtemperature sensors &

thermocouple connectorsthermocouplecables thermocoupleconnectors temperatureinstrumentationtestinstruments

Labfacility LimitedBognor Regis

tel: +44 (0)1243 871280Sheffield

tel: +44 (0)1909 [email protected]

ME Enquiry No.1017

THERMAL IMAGING

01908 370000

Rad

irFr

ee T

rain

ing

off

erti

@ra

dir.

com

.co

m

Fluk

e T

herm

al Im

ager

Ray

tek

IR g

uns/

sens

ors

ME Enquiry No.1311

Call Darrell or Colin on

01252 783111to advertise in

Bearing maintenance and reliability

Proactive reliability maintenance

Condition monitoring

SKF Reliability Systems01582 490049

[email protected]/cm/microlog

TRAINING

RECRUITMENT

Looking for a

new job?For hundreds of

maintenance and

engineering positions,

go to the

Recruitment page at

www.maintenance-

online.co.uk

RISK ASSESSMENT

ME Enquiry No.221

RISK ASSESSMENTSOFTWARE

● Record Events● Identify Hazards● Add Control Measures● Evaluate Risk● Store Assessments● Audit Trail

[email protected]+44 (0)1757 212505www.powersol.net

PUMPS

Service, repair, testing and spares for

electric motors, pumps and turbines

Hayward Tyler Services

Call now: 01582 731144

Visit: www.haywardtyler.com

ME Enquiry No.1444

SCISSOR LIFTS

SCISSOR LIFTS

Standard or

custom design

www.tecmach.co.uk 01727 860355

ME Enquiry No.1021

TEMPERATURE MEASUREMENT

ME Enquiry No.223

INDEX OF ADVERTISERS &PRODUCT INFORMATION SERVICE

Tick the appropriate box(es) below if you (a) wish to receive product information from the advertisers in this issue of Maintenance & Engineering or (b) wish to continue to receive your FREE copy, fi ll in your details below, sign, date, photocopy and fax this page back to +44 (0)1252 783143

Advertiser/Product Review Page

� ABB 15� Advanced Maintenance Solutions 27� AirBench/WorkPoint 67� Ambersil/CRC Industries 32� Artesis 20� ATS Electro-Lube 19,46� ATA Energy 64� AV Technology 27� Baldor 34� BEKO Technologies 64� Blackburn College 61� BPD Zenith 48� Byworth Boilers 52� C-Cubed 49� Castle Group 64� Cayman Venture 12� Cirrus Research 57,64� Corus Northern Engng Services (CNES) 48� CRC Indusdtries/Ambersil 32� David Brown 30� Dialight 64� Dixon Group Europe 47� Donaldson 54� Dunphy Combustion Services 51� easyFairs MAINTEC 21,OBC� Elga Process Water/Veolia Water 64� EMC Advertising Gifts 52� Energy Technology & Control (ETC) 54� ESS 45� Fluke UK 10,46� Fuchs Lubritech 45� Gardner Energy Management FC,3� Gates Power Transmission 9� Gotec 66� Grundfos Pumps 46� Hamworrthy Combustion 51,54� Hansen Transmissions 29� Hansford Sensors 24� Idhammar Systems 24,48� Institute of Infrared Thermography 45� J & P Group 46,47� Jacob (UK) 49� Jena Rotary Technology 47

� Keytracker 67� Labfaclity 46� Land Infrared 23� LEM 5� Luhrfi lter 1� Marechal Electric 27� Masterfl ex 57� MCP Consulting & Training 49� Megger 41,46� Monitran 23� MTAS 12� MV Fluids Handling 65� Netlon Industrial Products/TDP 66� Nord-Lock 30� NTZ Filters 24� Packline 61� PCMS Engineering 48,49� Parker Hannifi n 48� Polyformes 65� Pruftechnik 17� Quaker Chemical Co 66� Reliability Maintenance Solutions 16� Rocol 19,48� Santon Switchgear 27� Sara Loading Bays 66 � Schaeffl er Group IFC,48� Sensonics 16� Shire Systems 16� Speedy Power 57� Swagelok 67� TDP/Netlon Industrial Products 66� Technical Training Solutions 57� Teekay Couplings 61� Testo 23,48� Thermoteknix Systems 30� Veolia Water/Elga Process Water 64� Value Driven Maintenance 45� Wellman Robey 54� Whitelegg Machines 29� Winn & Coales (Denso) 66� Woodcon 67� WorkPoint/AirBench 67 � Wymark 19� Xetec 12

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MAINTEC 2009 THE UK’S LEADING EVENT FOR MAINTENANCE

AND ASSET MANAGEMENT

NEC, BIRMINGHAM 17 - 19 MARCH 2009

www.easyFairs.com/maintecuk

easyFairs® MAINTEC is a must attend event in 2009.

It’s YOUR opportunity to uncover the latest innovations and

maintenance technologies designed to improve efficiency

and asset performance.

Meet cutting-edge suppliers of preventive/predictive

maintenance solutions, condition monitoring, thermography, plant

& environment safety and enterprise & asset management.

™ Attend FREE seminars and case study presentations on

topics including energy & resource efficiency and value driven maintenance.

NEW2009MAINTEC SUMMIT

NEC, BIRMINGHAM

@ easyfairs MAINTEC

management.

Through expert presentations, case studies and an inspirational

keynote address, you will gain a thorough understanding

of the challenges and opportunities impacting upon the asset

management and maintenance functions going into the

next decade.

Valuable insight from Summit Chairman Lord Bill Jordan,

president of RoSPA

Industry Address from David Wright, chief executive,

West Midlands Manufacturing Advisory Service

Inspirational case studies from award winning organisations

including Gates Power Transmissions and KODAK.

!


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