Synopsis

Figure 1: Unit 4 East Drain Heater Pump Motor

Table 1: Motor Information

Figure 2: Unit 4 East Drain Heater Pump Motor

Figure 3: Unit 6 East Drain Heater Pump Motor

Figure 4: Motor CB1 Phase A Before Repairs

Figure 5: Motor CB1 Phase A After Repairs

Figure 6: Motor Missing Internal Cover

Figure 7: Similar Motor Showing Internal Cover

Plan of Action

Conclusion

By Guest Blogger- Andy Page, Principal GPAllied

Certification Training Classes:

People believe that simply attending a class on vibration analysis makes them qualified to manage a vibration analysis program. This is not the case. Vibration certification training, such as Category 1, 2, or 3, is designed to teach someone how to collect and analyze data. That’s it! Nothing else. These classes are not designed to teach someone how to design a vibration analysis program, how to manage a vibration program, or even how to integrate the data coming from the vibration analysis program into the daily work execution management scheme. While I used vibration analysis as an example of Predictive Maintenance (PdM), the preceding commentary is the same for all PdM technologies – including infrared thermography, oil analysis, ultrasonics, and most especially motor circuit analysis. Another type of class is required to learn to design and manage a PdM program.

Implementation:

Why would we worry about the design of the PdM program? Don’t we implement as much as we can as quickly as we can? No, not at all. PdM program design is about complementing the existing Preventive Maintenance (PM) program in such a way as to maximize work identification and minimize the amount of PM inspections. This is done through a failure modes analysis and a technology mapping exercise.

Too Much Too Fast:

Many companies have made the mistake of trying to implement as much PdM as quickly as they can. This is not healthy either. The introduction of a new work identification method, especially one as sensitive as PdM, takes some time to get used to. The workflow processes have to be adjusted to compensate for the increased flow of work and the notice that PdM jobs provide the organization before they fail. These increased numbers of work orders and increased lead times are very difficult for plants to integrate quickly. A maturity progression plan helps the organization bite off smaller, more digestible chunks that make it so easy for people to get their heads around and understand.

Understanding the data:

Not all PdM technologies are created equally. Some technologies are easy to understand and easy to use. Take airborne ultrasound for example; this inspection technique is easier to implement. Why? It is audible and in some situations the analyst may be able to tighten a fitting on the spot and get instant results.  Vibration analysis, for example, is a different story altogether.  It is very difficult for people to see that tiny little blue line and believe, even for a moment, that the little blue line on the screen means the brass cage is defective in the motor bearing. It just seems too difficult to believe. So, helping people understand what technologies are easier to implement than others and where the challenges exist makes the design of the PdM program much more comprehensive.

In PdM program management, the most often abused and improperly managed aspects are the data collection and route compliance. There is a method to ensuring that the data is collected and managed properly that aligns with route compliance. Route compliance is the measure of how many machines someone actually measured divided by the number of machines they were supposed to have measured. This concept is similar to schedule compliance in a CMMS. Poorly managed route compliance tends to degrade the credibility of the program as data not collected means defects missed. In the best case, the missed data collection means that we have a shorter warning interval for dealing with the problem. The worst case is that the poorly managed data collection means we miss a failure that actually occurs and the company loses production time as a result.

Keeping Credibility:

A missed opportunity is where the PdM program should have caught an impending failure before it occurs but did not or when the rest of maintenance fails to work on something that PdM identified. These missed opportunities severely degrade the credibility of the program and are not particularly helpful to the machinery on which the missed fault occurred. Managing missed opportunities is a critical part of PdM program management. They can really impact the quality of the program.

There are many metrics that can be used in PdM program management. We have already discussed a couple of them, route compliance and missed opportunities. Others include mean time to implement findings, number of new defects, number of old defects that have not been addressed yet, and the king of all PdM metrics, asset health – the measure of how many machines have no identifiable defects. Some of these metrics are leading metrics and some of them are lagging metrics, but all of them tell a specific tale and help us manage the PdM program.

These are just a few of the items included in the design and management of a PdM program. Becoming aware and somewhat proficient with these concepts make the PdM program easier and easier to manage.

About the Blogger:

Andy Page is the Integration Director with GPAllied. As the Integration Director, he is responsible for combining the philosophies and daily practices of the 2 companies that came together to form GPAllied: General Physics and Allied Reliability.

Andy has 15 years in the maintenance and reliability field where he has played several different roles. First, as a Maintenance Engineer for Noranda Aluminum, he was responsible for implementing a comprehensive PdM program and continuous improvements of the planning and scheduling function. Next, he held the role of Regional Services Manager for CSI where he provided technical services to new customers and for the sales staff. After that he worked for Martin Marietta Aggregates as the Asset Reliability Manager responsible for PdM and maintenance improvement process effort across 23 plants in Ohio, Indiana and Michigan. Next he served as the Vice President – Operations for a small consulting firm called Reliability Solutions, Inc. in central Ohio providing PdM services primarily to the mining industry.

Andy has an engineering degree from Tennessee Technological University and is a Certified Maintenance and Reliability Professional (CMRP) through the Society for Maintenance and Reliability Professionals (SMRP) and is a Six Sigma Black Belt.

Andy resides in Charleston, South Carolina with his wife, daughter, and son.

Learn from some of the best in the industry!

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1:15 – 2:15                            GPAllied…Shon Isenhour “Preventive, Predictive and Precision Maintenance: Putting it all together”

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By: Danny Blackford,
Remote Diagnostics Reliability Professional, Allied Reliability,
blackfordd@alliedreliability.com

What do you think of when you hear the term ‘remote’? Probably operating something from a distance – cars, planes, or maybe televisions? What about a Condition Monitoring Program?

Let me ask you a few other questions. Do you have a Condition Monitoring Program at all? Do you collect data at your facility that never gets analyzed? Do your analysts have the experience and qualification needed to make correct recommendations based on the findings from your equipment? Is employee turnover an issue for retention of those qualified analysts?

In today’s challenging economic climate, companies are continually looking for ways to maximize the return on their maintenance investment. It has long since been accepted that condition monitoring provides the best opportunity for early defect detection and root cause identification and is the staple for the majority of targeted failure mode-based maintenance strategies. The difficulty many organizations face during the development and implementation stage is that the correct resources and specialized skill sets are not available on site. Many organizations also find it cost prohibitive to build this capability on their own and from the ground up.

Yes, building a Condition Monitoring Program takes time and a lot of capital and training. And it can be difficult to achieve consistency in a Condition Monitoring Program. But there is a solution that can ease the burden of establishing these programs, lead to more consistent and effective activities and results, and provide a number of other benefits for your organization.

It’s simpler than you think… when you utilize a Remote Diagnostics Program.

What Is ‘Remote Diagnostics’?

Remote Diagnostics is a condition monitoring application method that utilizes on-site resources for technology-specific data collection and off-site contract resources for data analysis. By using a combination of resources to perform routine condition monitoring activities, splitting up data collection and analysis responsibilities, you can produce a low-cost model for your Condition Monitoring Program.

Depending on a company’s needs, a provider of Remote Diagnostics may recommend a condition monitoring model where the company’s own resources are utilized for technology-specific data collection or a hybrid approach that makes use of contractor personnel to gather the data. This hybrid approach reduces the time and travel requirements for contracted services, enabling a lower-cost solution. This shared application also utilizes the unique expertise of all participants, allowing for a quick implementation with highly skilled resources, which can generate rapid results.

When Is Remote Diagnostics the Right Model for Your Plant?

Companies who find themselves in any of the following situations should consider choosing a Remote Diagnostics program:

A Remote Diagnostics method may also be very attractive to organizations that value internal participation in technology use and are also trying to build internal skill sets for further condition monitoring coverage or applications.

How Does Remote Diagnostics Work?

Figure 1: Remote Diagnostics

A Remote Diagnostics model breaks down the individual tasks necessary for a successful Condition Monitoring Program and utilizes a cooperative effort between contract site resources to complete these responsibilities. Duties are typically split up to accommodate two separate avenues of responsibility that inherently follow individual areas of expertise, which pairs the best of both worlds as site resources responsible for data collection are equipment history and process knowledgeable while the Remote Diagnostics analyst is a certified and qualified condition monitoring specialist.

On-site resources should focus on the collection and submission of routine data, as well as qualitative equipment observations. The on-site team should also play a key role as the communications link and act as the investigative arm of the Remote Diagnostics team, providing concrete feedback and insights into scenarios and observations.

The off-site Remote Diagnostics team resources focus on the analysis of supplied data. It is imperative that the Remote Diagnostics technicians are technology certified and have the understanding and background to assess asset health based on applied technologies. Remote Diagnostics resources will then provide comprehensive condition assessments and corrective action recommendations to the on-site team. The role of training and mentoring will also fall to the Remote Diagnostics team, enabling continuous improvement in the development and application of a World Class Condition Monitoring Program.

The following Remote Diagnostics Program design delivers the best possible results as well as the required support during critical steps in the process:

1. Equipment Walkdown – During the program setup phase, a contractor resource should utilize equipment walkdown software to capture machine configurations and attribute information. This information should then be used to develop the technology databases for Remote Diagnostics condition monitoring activities.
2. Route Development – The equipment should be divided into logical routes for data acquisition based on a hierarchy established by location, process, access, and availability.
3. Technology Database – Asset configurations should be established within the technology database with component-specific collection and analysis parameters, as well as customized alarm parameters based on technology standards. Equipment attribute information should be input into the technology platform in order to establish customized fault frequency sets to aid in early defect identification.
4. Reporting Database – Using industry-preferred software, the Remote Diagnostics analyst should build a custom integrated reporting database for your organization, setting up appropriate and meaningful metrics and KPIs.
5. Training – Without properly collected data, accurate analysis is impossible. An experienced Remote Diagnostics service provider should also offer task qualification for your data collection personnel, teaching them best practices for data acquisition or lubrication sampling methods.
6. Results and Support – An ideal Remote Diagnostics Program service provider will offer 24/7 access, detailed condition assessments, history, and recommendations, as well as KPIs. In addition, continuing education for data collectors and advanced troubleshooting and phone support availability should be provided. It is of extreme importance that your site has access to your analyst when you need him.

Remote Diagnostics Program Benefits

Establishing a Remote Diagnostics Program can result in a cost savings of up to 40% versus other types of Condition Monitoring Program models, but more importantly, a Remote Diagnostics approach allows organizations to reap the rewards of an effective maintenance and reliability initiative in a fraction of the time typically necessary to build a World Class program. It incorporates contractor knowledge, processes, and technology standards without full-time contract resources. A successfully implemented Remote Diagnostics Program can yield the following on-site benefits:

• Builds on-site ownership of and ‘buy in’ for a Condition Monitoring Program.
• Establishes ability and resources for root cause identification.
• Enables precision maintenance practices and a proactive workflow.
• Allows for equipment repair validation.

Furthermore, with the separation of responsibilities, you can in effect double your potential resource pool and allow for increased coverage levels.

Choosing a Service Provider

Everyone knows there is not one ‘silver bullet’ when it comes to evaluating complete asset health. Each condition monitoring technology has component failure modes that it is better suited to identify and typically there are numerous failure modes associated with asset types based on their component makeup. As such, a Remote Diagnostics provider should be able to support multiple PdM technologies, including:

• Vibration Analysis
• Mechanical and Electrical Infrared Thermography
• Ultrasound
• Oil Analysis
• Motor Circuit Analysis

Ideally, the provider you choose would be able to provide a combination of remote analysis review and support, coaching and mentoring with task qualification of site resources, and assistance with identified issues utilizing contractor resources.

Figure 2: Ideal Remote Diagnostics Process

If you have decided that a Remote Diagnostics Program is a good fit for your organization, here are a few program design considerations to keep in mind while you are looking for a contract service provider:

• What condition monitoring technologies do you wish to incorporate?
• How involved do you want to be in the asset health condition assessment process?
• Is there a desire to internalize the program eventually?
• Do you have internal resources that you could devote to condition monitoring activities?
• Are you alone in your efforts or can you consolidate with neighboring facilities?

When considering a Remote Diagnostics method, the keyword in a successful application is ‘flexibility’. Successful implementation of a Remote Diagnostics program requires agreement between the site and the Remote Diagnostics team to document and establish maintenance and reliability initiatives for the program, as well as alignment with future goals and objectives. As such, the Remote Diagnostics contract service provider must be prepared to tailor its approach to reflect the site needs while making the best use of available resources.

The Remote Diagnostics team should support a wide range of site participation. Some sites may choose to just collect and submit required data for analysis without the desire to access the technology-specific software platforms. Others may prefer to have full access to and use of the same tools available to the analysts, with continued integration, training, coaching, and mentoring in order to build internal skill sets.

Along those lines, the skill sets necessary for data analysis should not be software platform dependent. Remote Diagnostics analysts should have the knowledge to support many different technology hardware and software platforms. The analysts’ utilization of these systems may vary from standalone systems utilized by the Remote Diagnostics analysts to remote access through client network services or even online continuous monitoring applications.

In Summary

A Remote Diagnostics model is a universal application and yields similar benefits regardless of the Reliability Program maturity level or size of the organization. The Remote Diagnostics method has been found to be extremely beneficial for sites endeavoring to implement a new Condition Monitoring Program or enhance their current capabilities and coverage levels.

By Guest Blogger Andy Page, Integration Director, GPAllied

While there is an abundance of information out there about managing your rotating and stationary mechanical assets, not much exists about how to manage your electrical equipment. The good news is that the concepts are precisely the same; it is only the inspection techniques that change, and they do not change all that much.

There exists some belief that simply because electricity is flowing through the asset that the management of that asset is different in some way from the mechanical or stationary equipment. This is not the case. The asset still needs to have hardware and fastener connections tight and be clean, dry, level, well aligned, free from oxidation, and properly protected from environmental attack. In this respect, mechanical equipment and electrical equipment are exactly the same.

There also exists a belief that the preventive maintenance program and the condition monitoring program for electrical assets should be different because of the fact that electricity is flowing through them. This is not the case either. Electrical equipment experiences failure modes just like mechanical equipment. Some of those failure modes are a function of time, some are a function of duty cycles, and some are a function of poor maintenance and operational practices. Just like with mechanical assets. Inspections and time-based activities are required to prevent, detect, or mitigate these failure modes, just like in mechanical assets. So then the concepts of preventive maintenance and condition monitoring are applied to electrical assets the very same way they are applied to mechanical assets.

Preventive maintenance activities fall into one of six types.

Type 1: Inspect. This is the most famous of all of the preventive maintenance activities. Inspections are the staple of any preventive maintenance program. The inspection provides information about the degradation of the defect and determines at what stage the defect is in its failure progression. This information is then used to trigger the planning and scheduling process. All condition monitoring or predictive maintenance (PdM) activities are nothing more than inspections.

Type 2: Clean. This step is usually not thought of as a preventive maintenance activity type, but it absolutely is. Cleaning is an integral part of understanding the condition of the equipment and any defects that may be present, though this step is not necessarily performed by highly skilled maintenance technicians. Most cleaning activities can be accomplished by those task qualified to clean the equipment.

Type 3: Adjust. This activity type usually requires someone to perform a measurement of some kind and then change the settings, clearances, etc. on the unit to bring it back to within acceptable tolerances. This step is often called calibration. Just remember that not all adjustments require measurements. Some machines are equipped with go/no go gauges or similar instruments that negate the need for a measurement.

Type 4: Replenish. This simply means ‘add to’ or ‘top-off’. The most common examples are coolants and lubricants that need to have the reservoirs refilled.  This type is commonly called lubricate, but that leaves out all of the non-lubricant fluids that are consumed in the process and need replacement from time to time.

Type 5: Replace. Some assets have parts with known wear rates or parts that become worn due to cyclic loading. Therefore, the part(s) need replacing periodically. An electrical example of this is the contacts on an electrical starter on a machine that is stopped and started frequently under load.

Type 6: Rebuild. Some assets have multiple parts that fail due to time or cycles. These assets simply require a rebuild on specific intervals.

It should be noted that all of these preventive maintenance activities have to be done on regular intervals for them to qualify as preventive maintenance activities. If they are done on an as-needed basis, then they are simply corrective maintenance activities and do not qualify as preventive maintenance.

After the correct activity types have been identified, the required machinery state must be identified. Machines have five distinct states in which they may be for the PM/PdM activities to take place.

Machinery State #1: Running – Loaded. While the machine is running and material is going through it, then it is considered running-loaded. The percentage of speed and percentage of load is irrelevant. For some electrical equipment, this would mean both potential and current are present in the unit.

Machinery State #2: Running – No Load. The machine is still running, but no material is passing through it. For electrical equipment, this means there is still a potential, but no current.

Machinery State #3: Idled. This means the machine is off and locked out, but no disassembly has occurred.

Machinery State #4: Partial Disassembly. The machine is off, locked out, and minor disassembly has occurred. Minor disassembly could mean that a guard has been removed or an inspection cover has been removed. In essence, the essential operation of the equipment is still possible, though not safely.

Machinery State #5: Disassembled. The machine is taken apart, even if it is only partially disassembled. The essential operation of the equipment is not possible in this state.

Before a PM/PdM technique is chosen to combat a particular failure mode, the activity type and machinery state have to be evaluated. We are looking for the machinery state that is the least intrusive to operations while allowing the activity type that effectively prevents, detects, or mitigates the failure mode.

These concepts are universal as they apply to mechanical, stationary, and electrical equipment.

Andy Page

Andy Page is the Integration Director with GPAllied.  As the Integration Director, he is responsible for combining the philosophies and daily practices of the GPAllied SMEs and Instructors.

Most recently Andy was a Vice President for Allied Reliability and was responsible for the alignment of the daily practices with what was being taught in their Reliability Engineering training classes.  Andy joined the Allied Reliability team in March of 2004.

Andy is well grounded in reliability and maintenance engineering topics with particular emphasis on PdM technologies to include advanced experience in Vibration Analysis and Ultrasonics and Level 2 certifications in Infrared Thermography and Oil Analysis. He is a Certified Maintenance and Reliability Professional (CMRP) through the Society for Maintenance and Reliability Professionals (SMRP).

Andy has an engineering degree from Tennessee Technological University and is a Certified Maintenance and Reliability Professional (CMRP) through the Society for Maintenance and Reliability Professionals (SMRP) and is a Six Sigma Black Belt.

Andy resides in Charleston, South Carolina with his wife and daughter.

Written by T.J. Garten, Regional CBM Analyst

Synopsis

Well pumps in municipal water treatment systems are typically standalone remote installations. The motor starter is usually installed in a manfacturer supplied controller cabinet. The large motor size on this system, 100HP 240VAC, was controlled by an autotransformer style motor controller to allow for efficient start-up power consumption while providing proper torque for the motor to overcome start-up loading conditions. Being at a remote location, physical inspections of the electrical and mechanical equipment is usually performed during or after a service call event. The data within this case study is a result of baseline testing for a new Predictive Maintenance program developed by the customer. The technologies to be deployed were Motor Current Signature Analysis (MCSA) online and Motor Circuit Evaluation (MCE) offline technologies. During the intial connection process, a visual inspection of the motor controller cabinet identified several anomalies that showed evidence of previous overcurrent events and poor troubleshooting practices. The MCSA data documented a high current imbalance (16%) under normal loading conditions. MCA offline data documented a high resistance imbalance as well as a potentially elevated inductance imbalance. Visual inspection of the motor make-up box connections proved these data analyses to be accurate and timely.

Fault

The initial inspection of the motor controller cabinet (Figure 1) showed previous arc-flash evidence on the run contactor. Carbon dust was still on the control conductors, contactor housing, and auto transformer. Also, the CTs on the main starter showed evidence of extreme heat; cracking and melting could be seen in the casings. Lastly, the B phase overload had been replaced with a solid piece of copper. The motor was running at the time of arrival for testing at the site. Initial MCSA online testing was performed. The results were as shown in Figure 2.Upon seeing the 16.26% current imbalance, an opportunity to perform an MCE offline test to verify the findings was requested. The feeder conductors were removed from the contactor lugs to prevent upstream resistance readings from influencing the motor and feeder cable data. The DC voltage selected for the test was 500VDC to maximize the potential for locating insualtion anomalies while staying within the votlage withstand rating of the conductors and motor windings. The offline test results showed a 32% resistance imbalance (Figure 3). Based on this data, a visual inspection of the motor make-up connections and motor isolation testing were requested. The electrical installation included only conduit and wire from the motor controller cabinet to the motor make-up box. This install, as well as isolation of the contactor from the testing circuit, indicated that the source of the high resistance connections, and resulting current imbalance, was either a defective make-up connection or an internal brazed joint. Upon visual inspection of the make-up box, evidence of heat damage to the insulating tape was noted. During the process of motor t-lead and feeder conductor isolation, the additional anomalies of arcing within the connections, corrosion, insualtion embrittlement and damage, and damaged internal brazed joints were encountered. As a result of the brazed joint failure, a rewind of the motor was required.

Summary of Action

Based on the current imbalance and the high resistive imbalance, it was requested that the motor make-up box be inspected for potential connection issues.

The team discovered the following conditions:

1. Heating of connections on B and C phases (Figure 4)

2. Embrittled insulation on motor leads of B phase

3. Broken insulation on motor lead T-1 (Figure 5)

a. Upon further inspection, it was noted that one of the motor leads, T-1, showed evidence of heat damage to the insulation at the point of extreme bending. The motor lead insulation on both T-1 and T-2 were extremely brittle and heat aged.

b. Mismatched lugs were also noted.

4. Broken 460VAC tap brazed joint within motor housing (Figure 6)

a. The end of the conductor had a molten spot in the center of the stranding and the insulation was missing for about 1.5”.

5. Arcing evidence within make-ups of B and C phases (Figures 7 and 8.)

During the next year’s survey, the post repair data confirmed that both the current imbalance and the resistive imbalance anomalies had been corrected by the rewinding of the motor (Figures 9 and 10).

Supporting Data

Figure 1:Motor Controller Cabinet

Figure 3: MCE Offline Test Results

Figure 4: Evidence of Excessive Heating on B Phase Motor Connection

Figure 5: T-1 Motor Lead

Figure 6: 460V Motor Taps, brazed splice failure within the Motor Housing

Figure 7: Evidence of Significant Arcing and Heating Following Removal of Varnish Tape and Electrical Tape

Figure 8: Varnish and Electrical Tape Removed from All Three Connections, Showing Additional Arcing Evidence on C Phase

Figure 9: Post Repairs MCSA Data – Current Imbalance from 16% to 2%

Figure 10: Post Repairs MCE Data – Resistance Imbalance from 32% to <1%

Conclusion

Routine inspection of the electrical components on remote infrastructure installations will add value to the reliability and operational life of these systems. Anomalies such as resistance imbalance are additive in nature, meaning that the number of components within the circuit that are affected by the anomaly increase as the operational time with the defect progresses. A loose or corroded connection can transfigure into a motor rewind, feeder cable replacement, and motor starter controller overhaul as evidenced in this study. Visual inspections, in the least, can identify evidence of heat damage, arcing, insulation fatigue or failure, and electrical overcurrent protection deficiencies within the motor controller cabinet. Utilizing technologies to evaluate the motor circuit’s efficiency and health, such as MCSA and MCE, will allow for implementation of preventive maintenance steps to achieve maximum life out of assets and increase the overall return on investment of these systems.

By Stacy Heston, CLS, PMP, CMRP, OMA, Lubrication Subject Matter Expert, Allied Reliability Inc.

Lubrication practices are often overlooked as a potential time and money saver for a plant.  However Cargill Charlotte has found that by optimizing their lubrication task intervals, utilizing specific grease volumes, and implementing an oil analysis program, the overall reliability of their manufacturing process, as well as, the healthy status of their lubricated components has increased.
In 2009, Allied Reliability performed a Reliability Centered Lubrication Current State Analysis at the site to determine the state of the lubrication program.  Through the assignment of a score to different lubrication activity and practices, the site’s lubrication program was benchmarked on several parameters including program documentation, management structure and practices, storage and handling, etc.  By assigning a score, the benchmarking activity becomes more objective and less subjective allowing for a definitive path forward.
When Allied Reliability arrived on site, “the site had run amuck with lubricants everywhere, it was all about the flavor of the month…” where lubrication was concerned, and “no structure existed for the scheduling of lubrication tasks,” says Andy Nolan.  As a result of the Current State Analysis, it was determined that a RCL walk down was needed to bring the site up to speed with industry best practices for lubrication.
Shortly after the Current State Analysis, Allied Reliability began the development of a Reliability Centered Lubrication Program at the site.  The program design began with a full walk down of all lubricated components on site.  During the walk down phase, all data pertinent to the development of lubrication specifications, interval calculations, and lubricant quantity calculations is gathered.  This phase sets the stage for the remaining program design as the accuracy and content of this data is the core to a strong program.
During the walk down, opportunities for optimizing intervals are identified as well as opportunities for optimizing the lubricant list.  Optimization does not always mean an increase in intervals or a decrease in the number of lubricants on site, rather it is the assignment of calculated intervals that are specific to the component and takes into account the specific operating conditions the component is exposed to.  Essentially, the same bearing may be exposed to wash down practices and heavy debris requiring an increased interval, such as 30 days to account for these environmental exposures.  However, the same type of bearing operating at the same speed with limited exposure to moisture and no exposure to debris may have an interval of 360 days.  This deviation in intervals means that the bearing with the more aggressive environment and operating conditions receives the more aggressive treatment.
When the Charlotte site began the implementation phase of their RCL program, the lubricated components were in poor health.  Approximately 60% of the oil lubricated assets were considered to be in the red, or in a state that did not meet industry best practices for contamination control, operating temperature, etc.  Within three months, the percentage decreased to approximately 40%.  By the end of 2010, 100% of all oil lubricated assets had achieved a green status.

Components were easily converted from a red state to a green state through the implementation of oil analysis, off line filtration, and monthly inspections.  Oil analysis aids in the identification of in use lubricants that required filtration to clean up solid contaminates, needed refreshing due to changes in additive levels and lubricant properties, or need complete replacement.
Previous to the implementation phase, the site utilized a time based oil change methods, had a multitude of lubricants with no specific requirements for each component, utilized screen breathers, and had no structure for the inclusion of filtration.  Lubricants were stored in drums and in areas that did not provide a clean, temperature controlled atmosphere.  The overall program lacked structure with regards to regrease intervals and amounts, as well as, oil analysis and oil change intervals.
The implementation phase of the RCL Program Design included recommendations for component modification with items such as desiccant breathers, quick connect couplings, level gauges, and sample valves.  These modifications provide multiple benefits for the lubrication program as well as the plant operating structure as a whole.  Level gauges and sample valves allow lube technicians to perform level checks and sample collection tasks with the machine running.  Without these modifications, the machine and possibly the product line would need to be down for the completion of these tasks.  It also saves time from a labor perspective.  A dipstick level indicator involves several steps to determine the level and exposes the lubricant to the possibility of contamination, where as a visual level gauge is nothing more than a quick peek then walk on to the next component.
The Charlotte site followed some very basic steps to manage the program implementation starting with the incorporation of desiccant breathers and other types.  After some experimentation with different types of breathers, there was an eventual shift to the use of trap and hybrid breathers based on the components size and location within the plant.  Of all the modifications, breathers are the least evasive to install, and limits the amount of debris able to enter the sump down to 3µ in size.
The second step included the conversion of mineral based oils to synthetic based oils in the smaller sump components.  Using the current practice of 6 or 12 month oil drains, each sump was converted during the next scheduled oil drain task.  At that time, new intervals of 12 or 18 month were implemented for each sump.  This step applies only to sumps that are too small for oil sampling.
The third step was the implementation of oil sampling practices on sumps within the 4 to 22 gallon range.  This implementation allowed for the extension of oil drains through the monitoring of the lubricant health.  Unlike the second step, these components were not immediately converted to a synthetic oil.  Rather the current lubricant was monitored and cared for until such time the oil analysis results showed a break down in the lubricant properties.  Once the lubricant properties began to degrade, an oil change with conversion to a synthetic occurred.  This maximized the life of the lubricant that was in service before change over without harm to the component.
*During lubricant drains, additional modifications were implemented while the sumps were empty such as the installation of level gauges, quick connects, and sample valves.
Once the oil lubricated components had been addressed, the fourth step was implemented.  The fourth step was the mass implementation of the grease lubrication routes that were developed based on the walk down phase.  These routes were provided in an electronic format which is downloadable to a pda, or other handheld device.  The routes were grouped together based on location within the plant, lubricant required, and interval.  The interval and re-grease volumes are calculated using gathered data to ensure the right amount of lubricant is delivered at the right time.
At the onset of the RCL design, this location had 1 overworked lubrication technician.  Now, they have 1 lubrication technician who is able to complete all required tasks within a timely manner because a solid program structure has been implemented to address all aspects of lubrication.  Task intervals have been optimized to ensure over and under lubrication is not an issue, and oil drain intervals have been extended.  Additionally, lubrication related failures have decreased allowing focus to shift from putting out fires to maintaining the current state.
“We now have a set program that anyone can follow with component state data being collected regularly to ensure appropriate actions are taken to avoid lubricant and component failure.  We have structure and focus.”

By Angie Meinsma, Oil Analysis & Lubrication Technician, Allied Reliability

It is often said that oil is the “lifeblood” of machines and equipment. Taking oil samples from rotating equipment for condition monitoring is like taking blood samples from a human. Analysts look for abnormalities within the fluid. The goal is to find faults, treat the condition, and extend the life expectancy.

When used properly, fluid analysis becomes a valuable diagnostic tool that can reduce maintenance costs, increase productivity, and boost company profits. When used in conjunction with other diagnostic technologies such as vibration analysis and thermography, well-executed fluid analysis strategies can detect a variety of equipment problems before they become failures and give users the valuable time necessary to make decisive, well-informed maintenance decisions. Time has allowed most people and organizations to see the value of integrating the condition monitoring resources for root cause management; they team up to provide control over the root causes of machine failure. Vibration analysis detects abnormal running conditions, such as unbalance, misalignment, and looseness, while oil analysis detects overall lubricant quality and contamination.

The three major reasons for lubricant failure are:
• Contamination – Component life is dependent on the cleanliness of the lubricating fluid. The cleanliness of any lubricant is dependent on oil handling practices, top up procedures, and the quality of both air breather and oil filtration.
• Oil Degradation, specifically oxidation – Oxidation occurs when atmospheric oxygen combines with hydrocarbon molecules and undergoes a chemical change. This chemical change results in the catastrophic and permanent change to a different chemical makeup for the oil molecule. The rate at which the oil molecules react with the oxygen depends on a number of factors, but the most prevalent are temperature and/or additive depletion.
• Additive Depletion – Additives are consumed or chemically depleted while performing their function. After being totally consumed, the additive can no longer provide the special property it performs for the base oil. The lubricant’s performance then suffers, and again the oil must be changed. Each one of these additives has a finite life, and when they reach the end of that life, you can forget about any advantage they helped provide. Some machines rely heavily on this advantage, and when it goes, so does the life expectancy of the machine.

These three factors are why we change oil. No matter what you do, eventually you will have to change it. However, the cleaner, cooler, and drier it is kept, the longer you will be able to go between those changes.

In order to establish appropriate maintenance strategies for your equipment, it is necessary to first understand the failure modes that are inherent in the parts and components that make up your asset base. Once the failure modes are identified, the proper condition monitoring and preventive maintenance tasks can be put in place to identify the warning signs of those failure modes or defects, keeping in mind that the earlier we identify an issue, the better. Unfortunately it is not uncommon for lubrication to be overlooked during the maintenance strategy design session. This is often due to the fact that lubrication is rarely thought of as an integral “part” that comprises your asset. The reality of the situation is that it is in fact a vital part and lubrication failure holds the same consequences as a bearing or coupling failure. Ultimately, the asset fails to perform according to it’s designed function. As with all failure modes, certain condition monitoring technologies are better suited to identify certain failures. This is why lubrication analysis is an integral piece of your maintenance and reliability initiatives.

When condition monitoring technologies are used in conjunction with lubrication analysis, the findings and recommendations are typically far superior. This approach ensures comprehensive coverage consistent with the the likely failure modes of your critical equipment and allows the earliest detection capabilities possible, which foster root cause issue identification. This approach affords ample time to plan, schedule, and perform recommended corrective actions and provides the highest possible return on your maintenance investments.

By: Reggie Fett, Motor Circuit Analyst

Synopsis

Summary of Action

Supporting Data

Figure 2- Demondulation Spectrum Post Repair

Conclusion

By: T.J. Garten, IR/MCA Specialist

Bean Conditioner – Horizontal Rotary Vessel

Synopsis

Fault

Summary of Action

Supporting Data

Figure 1: Pre-repair Demodulation Spectrum

Figure 2: Pre-repair Historical Data

Figure 3: Pinion Wear

Figure 4: Broken Welds on Pinion Gear Pillow Block Pedestal

Figure 5: Post-repair Demodulation Data

Conclusion

The corrective action taken during the repair of the failed trunnion bearing resulted in an altered elevation of the rotary vessel. The attempts to adjust for this were inadequate and resulted in a changed mating pattern between the pinion gear and bull gear assemblies. Over time, the increased impacting caused the pinion shaft to deflect, breaking the welds on the pedestals. This deflection also caused an angular misalignment between the pinion shaft and the gearbox output shaft. The level of misalignment may also have been affected by utilizing dial indicators for precision shaft alignment rather than the on-site laser alignment equipment. As the trunnion rollers wear, the clearance between the pinion gear and bull gear’s high spot decreases, resulting in increased shaft deflection. The increased shaft deflection results in transmitted vibration to the feed screw platform and torsional stress on the gearbox output coupling.Future corrections need to take into account all clearances and their effect on correlating components. Monitoring of adjusted components should be within days of adjustments and load changes. Installation of remote accelerometers on the pinion gear shaft pillow blocks would allow for quicker analysis of shaft misalignment, bearing condition, and pinion gear mesh frequencies.