February 2009 Archives

Drive Savings with Lubrication

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Energy Conservation and Precision Machine Lubrication
by Mike Johnson, CMRP, CLS, MLT2

Machine lubrication practices offer a multitude of opportunities for energy conservation. Some of those opportunities are obvious and quantifiable, and some are not. Observing from a broad to narrow perspective, the manufacturing organization uses energy from a variety of source types, including coal, natural gas, petroleum, and electricity from a generating plant. Some of these energy sources are put to direct use, and some are used to create other energy sources, including pressurized oil, pressurized air, steam and accelerating chemical reactions.

Human energy, arguably the most important energy resource, is often left out of the discussion for energy use effectiveness. An extensive amount of human energy is expended lubricating production machinery.

Opportunities for energy improvement from the machine lubrication process can be both obvious and obscure. A gallon of oil or grease has a given energyband economic value that can be measured in BTU's and dollars. The impact from the use of a barrel of oil to float and separate interacting machine surfaces, or accomplish hydromechanical work, has an even greater economic value, but it is not always obvious. The human energy expended to place and replace the oil represents another type of energy and economic value.b These three topics will be explored in the following paragraphs, beginning with a broad view.


Tribology


The relatively new scientific field, Tribology, began to be formally recognized following the March 9, 1966, publishing of a report by the British Ministry of State for Science. The report suggested that the economic value to be derived for British Industry from improvements in lubrication design and practice was worth nearly a trillion dollars (equivalent, adjusted for inflation and exchange rate).

H. Peter Jost, and his team, offered their impression of the potential for improvements in a variety of areas, as shown in Figure 1. Following this study, Germany, Japan, China and Canada have each executed studies that have produced insight similar to that of the Jost Report.

Jost's study indicated cost reduction potential for several categories, including savings on energy purchases (7.5%) , general efficiency (1%), and lubricant purchases (20%), each of which will be expanded upon in this discussion. 43 years after this study, one could argue that the savings potentials for manufacturers are still available from most of these categories. For a few categories the potential is even greater, particularly savings from efficiency improvements and reduced repair costs. Let's consider the arguments for some of these savings opportunities.

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Energy Savings Potential from Friction Reduction at Lubricated Parts

The theoretical basis for reducing energy consumption by improving lubricant effectiveness is strong. Personal experience suggests that the 7.5% potential for energy reduction noted in the Jost report may be attainable for some types of applications, but not for all. The challenges to the reliability engineer will be measuring the improvement with some degree of repeatability, and overcoming skepticism by engineering and operations managers. There are often a few things to consider.

The Nature of Machine Surfaces - Machine surfaces are rough. Figure 2 illustrates typical surface profiles for all machined surfaces. Even finely prepared bearing element and race surfaces exhibit undulations. As shown in Figure 3, machined surfaces have a wavelike profile. The average of the height of the ridges, value 'r', differs based on the OEM's finish technique. Element bearing finishes will have maximum surface heights in the 0.2 micron range, and average heights in the 0.4 micron range (RMS). Ground gear finishes will have surface heights approaching three microns, and averages heights approaching 0.6 microns (RMS).

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Separating Machine Surfaces - The dynamic

 oil film thickness must always be greater than the heights of the combined surfaces in order to avoid frictional energy losses. The ideal condition would be an oil film that is three to five times thicker than the height of the combined surfaces. Component suppliers provide formulas and standardized tools that are useful in establishing minimum viscosity operating requirements. Reputable suppliers provide engineering support to their customers to help refine lubricant selections, and for most applications, the first run selections are not difficult.

Inadequate film conditions occur as a consequence of changes in load, changes in machine operating temperatures, changes in lubricant condition (particularly contamination with gases or fluids), and accidents in lubricant handling and application, which lead to viscosity errors. These condition changes www.uptimemagazine.com 31 often occur simultaneously, resulting in film collapse, machine component interaction and greatly increased frictional resistance.

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Surface Protecting Lubricant Additives - OEM's and machine owners collectively recognize that conditions will cause the oil films to degrade and fail. Even though the oil film collapses, the machines will continue to run causing degradation of the machine surfaces.


In order to protect the contact area of the lubricated surfaces, lubricant suppliers employ the use of a wide variety of chemicals intended to chemically bond to metal surfaces to create an organo-metallic boundary layer. Although these tarnish-like films are very thin they do offer protection from excessive wear, and prolong machine component lifecycles.

The use of insoluble (solid film) lubricant additives provides another avenue for reducing frictional resistance from surface contact. Boric acid esters, Teflon, Molybdenum Disulfide and Graphic all have a well established track record for surface friction reduction.

Energy conservation claims have been made by several high performance lubricant manufacturers, including Lubrication Engineers, Engineered Lubricant, Whitmore's Lubricants, Royal Purple, Castrol Performance Lubricants, and several others. These companies create specialized additives that accomplish a variety of end results, including friction reduction from surface improvement. Most of these companies consider their additive technologies to be central to their survival and are tight-lipped about product composition, but there is no debating that there are additive agents that improve lubricity (the 'slipperiness' property) of the lubricant that then helps reduce energy consumption.

Energy Consumption Influence of Base Oil Type and Weight - In markets that have federally mandated energy efficiency requirements, such as automotive engines and refrigeration systems, base oil and additive choices are heavily influenced by the material's energy efficiency impact. It is widely known that oil viscosity directly influences energy consumption. As viscosity increases the amount of energy used to overcome viscous drag also increases.

It is less well known that the type of base oil (molecular composition) influences energy consumption in a couple of ways. Some polar stocks, specifically esters and polyglycols, have lubricity properties superior to conventional mineral oil and unconventional hydrocracked stocks. These fluids provide better surface protection with less bulk oil requirement.


Consequently, a lower viscosity grade may be adequate to provide similar levels of component protection versus a mineral oil option. The lower viscosity also enhances flow rate, an important characteristic for heat removal, which further enhances energy efficiency.

A similar impact may be experienced with the use of ester cylinder feed lubricants in high pressure process gas applications. The combined lubricity and polarity of ester stocks make these ideal choices for cylinder lubrication. Volumes and viscosities can be reduced, providing reduction in parasitic energy losses from friction and viscous drag.

Proving Energy Conservation in Production Machines - Documenting energy improvement results is not difficult, but it does warrant careful planning and measurements. It is essential to compare similar conditions when making final conclusions.

Steps to consider during the evaluation process should include:

  1. Develop the data collection plan, and put it in writing. Develop the criteria for measurement and evaluation before the process begins.
  2. Identify a, or multiple, machine(s) that operate with a narrow range of load, speed and throughput variability. Fluctuations will complicate test cycle comparisons.
  3. Verify that the lubricant in use for the select machine (call it Product A) is, in fact, the correct type and grade of product for the application. (visit www.precisionlubrication.com for additional information concerning precise selection of lubricants.) 
  4. Collect process data. At a very minimum, conduct energy readings (amps) for a period of at least 30 days. It would be best to coincidentally record ambient temperatures, operating temperatures vs ambient, machine loads, machine throughput (speed, units of production, RPM, etc...) and/or other process values.  Mechanical conditions and changes should also be observed and documented. All maintenance conducted on the machine during the test period should be documented.
      
  5. Collect mechanical data. Data that is relevant could include sump, motor, drive, and bearing temperatures (thermal images), vibration levels and oil analysis data. All of the sample collection methods must be highly repeatable in order for the data to be dependable. Also, a sample set of less than 30 readings can bring the results into question. It is preferable to have too much data rather than too little. Make the conversion to the alternate product (Product B).
  6. Make sure that the sump is completely clear of Product A, and that no other mechanical or electrical changes have been implemented that might impact the operation of the
    machine. 
  7. Repeat the data collection activity and compare the results. 
  8. Readings should be converted to monetary terms.



Energy Savings Potential from Lubrication Program Process Improvements

The value of process improvement may be worth every bit of savings derived from superior lubricant performance. Process improvements considerations should address:

  • Using tools and technology (modernization) to replace human labor.
  • Efficiency of the selection of tasks in total for machine care.
  • Efficiency of each required task versus the actual scheduled tasks.


Labor Utilization Improvements through Modernization - A large percentage of lubrication programs operate on automatic pilot. When the practices are highly refined this can be a good thing. When practices are not, net labor hours required to fulfill practices tends to be high, and the results may not even cover the minimum requirements. Labor savings potentials are numerous.


Potential for savings include:

15% to 20% - Efficient Grease Relubrication Frequencies. It is common for grease relubrication practices to be inconsistent with component manufacturer's requirements.


Calculation of intervals based on machine operating environment and characteristics is an important first step. Reliability engineers are often surprised to learn that the scheduled frequencies for their slow rotation machines are too short, and the frequencies for their high speed (high nDm) applications are much too long. Balancing grease relubrication intervals alone may free up labor needed to make other systematic lubrication program improvements.

5% - Use of Automation for Short Term Grease Intervals. Grease replacement activities with an interval shorter than seven days should certainly be evaluated for automatic lubrication, either in the form of a single point grease cup, or in the form of simple multi-point systems. The choice is based on a cost comparison for installation and long term maintenance.

20% - Operator Based Care, Including Sump Level Checks and Top-up Activities. Level checks and corrections can, and should, be fulfilled by operators. While it is clear that operators are always busy, part of the operator's role should be to visit the machines, observe their condition, check the levels and report any observed problems. Organizing this task into routes is time consuming but not difficult, and should be done whether operators are involved in top-ups or not.

10% - Implanting Aggressive Oil Condition Control (filtration, cooling). Lubricant sump change intervals could be safely extended in many applications by a factor of three simply by cooling and cleaning the sumps. The relationship between wear debris, heat and oil oxidation is proven and intuitively obvious. Just 10 years ago, the standing practice for most facilities was to change oil on an annual basis. Integrated into the lubricant analysis program, lubricant sump filtration requires effort while the plant is operating, but returns highly valuable labor back to the planning department during outages.

The few items noted above account for 50% of the labor expected for machine lubrication. Freeing this labor for other purposes may require capital (for tools and systems) and certainly will require a change in mindset. During the evaluation of practice efficiencies (for a safe return of labor to the maintenance department), plant engineering should simultaneously redefine inefficient practices to reflect a plant 'Best Practice'.


Energy Savings through Material Conservation

If the engineering department executes the previous improvements, the potential for material conservation, reduced lubricant consumption, will already have been achieved.

Three highly visible targets for lubricant consumption improvements include:

Compressor Lubricant Usage - Reciprocating cylinder and sliding vane cylinder feed rates are often significantly above OEM suggested values. The excess causes varnish buildup on heat exchangers and coats pipes and air components with excessive oil residue.

Synthetic lubricants can be used to optimize the throughput and reduce the risk of varnish accumulation.


Hydraulic and Circulation System Leakage - Hydraulic system designers collectively agree that the majority, perhaps as much as 80%, of hydraulic system leakage is controllable, and much of it is a consequence of poor hydraulic fluid contamination control. Those 'difficult to identify' leaks can be found using fluorescent dye and black light technique. Retrofitting hydraulic circuits with leak resistant fittings, and instructing general maintenance mechanics and pipefitters on the proper installation and use of these fittings adds to the long term value of a leak control initiative.

Open Gear Lubricant Application - American Gear Manufacturers Association (AMGA) standard 9005-EO2 provides specific guidance on the required volume of open gear feed per minute of operation for several gear sizes and speeds. Measuring the current feed, and judging the potential for reductions in feed is initially a simple mathematical exercise. Judging the adequacy of the feed rate at various steps in the reduction cycle may require the assistance of the lubricant supplier, or a knowledgeable technical consultant.


Summary

Precision lubrication practices support machine reliability interests, produce best use cost, and improve labor efficiency. Electrical energy consumption can be reduced through the use of high performance lubricants and a careful measurement plan. Human energy consumption can also be reduced through careful evaluation and improvement of machine lubrication requirements, including the application of high performance lubricants for critical production machines.


Mike Johnson is the founder of Advanced Machine Reliability Resources Inc., a firm that provides precision lubrication program development, consulting and training. He has written and presented numerous technical papers at symposia and conferences throughout North America about how to use machine lubrication to drive machine reliability. Mike is happily married, plays and coaches soccer, and has 3 young children that consume his remaining time and attention. He can be reached at mjohnson@amrri.com or 615-771-6030.


References
1 - "Interview with Luminary Professor H. Peter Jost - The Man Who Gave Birth to the Word 'Tribology'". Fitch, J. Machinery Lubrication Magazine, Jan., 2006.

2 - "Lubrication for Industry, 2nd Edition",page13. Bannister, K. Industrial Press. 2007

3 - L. Rudnik and R. Shubkin, "Synthetic Lubricants and High Performance Functional Fluids, 2nd Edition", page 88. Marcel Dekker Publisher.

Lubrication_Feb_Mar_2009.pdf

One Out of Many...Case Study

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Asset Performance Management Leads to
Major Improvements for Gas Field Operator

 

A midstream company in the natural gas business has a large gathering network throughout the Southwest. Operating in the U.S., Canada and Europe, the natural gas wholesaler deals in trading, marketing, transmission processing and distribution of both natural gas and electricity.

An extremely competitive market and high-volume demand have forced midstream companies to push their transmission and gathering systems to full capacity. Pushing aging systems to maximum production causes a rise in system breakdowns and compressor failures. Balancing maximum production with minimum machine failure is essential to optimizing asset performance. In other words, this company needed to get as much total running time out of its field equipment and reduce the mean time between failure or scheduled maintenance. The user knew that these two objectives - utilization and optimization - are functional opposites, and they require new methods to determine the ideal mix for operations. They needed a system that combined both of these functions to provide real-time asset performance management.

 

 

Previously, maintenance management was just scheduling emergency repair with periodic service. In addition, the operations group was reacting to machine failure as it happened, without regard for planned production schedules. Operations needed to find a way to manage its assets for the greatest uptime to produce gas more efficiently and to minimize equipment failure and subsequent costs.

Maintenance and Operations managers could utilize risk management tools to determine how to act, if machine health and the time to failure could be estimated. This key information would allow maintenance and operation managers to answer key questions such as: "Can the machine make it to the next scheduled PM?" and "Can I meet my production schedule with the machine in this condition?" Process operators could then manage their process and determine how to act to minimize losses and optimize economic benefits.

Another customer challenge came from the shear competitiveness of the market. Gas gathering and delivery is a commodity market, requiring maximum throughput at maximum asset utilization and absolute low cost. Any technology upgrade must have a measurable and sustainable Return on Investment. A limited staff to maximize profits has also strained the maintenance organization, which further complicated production efforts.

The customer had invested in data systems that are useful for condition monitoring, but had not closed the loop from data to diagnostics to maintenance planning to operations forecasting. They had the data, but it was difficult to correlate across their many systems in the field. A system that would integrate all the different inputs to actually analyze and generate actionable results was a critical need. The challenge was to determine preventable downtime leading to lost opportunity from pipeline production. They also needed to estimate the production time they could recover from this improved use of the data.

THE SOLUTION

An Enterprise Control System (ECS) provide a number of benefits to this customer. Perhaps the most important element that yields real asset performance benefits is the use of real-time process data. Dynamic Performance Indicators were generated by taking inputs from a variety of real-time measurements from plant floor devices. A key element to the solution for this company is the ability of the Invensis InFusion ECS to model typical machine behavior through all operating conditions and generate alerts that identify the deviation of failing components from normal operation. An incident alarm, based on multiple sensor condition rules, defines the machine condition and provides diagnostics for failure mode analysis. Sensor alert tolerances incident and alarm rules are defined by the user.

The company was doing all it could to manage the inputs from the sensors and to subsequently make educated decisions based on its process knowledge. However, the InFusion ECS allowed the user to take the real-time control information and push it through. Ultimately, the InFusion ECS functioned in a truly collaborative method, with these major improvements:

  1. Real-time process control data brought in critical measurements
  2. Multiple protocols and multiple devices were easily configured by the InFusion™ Distributed Control System layer using the InFusion™ Engineering Environment
  3. Real time process measurements were fed into Avantis software, Invensys' asset intelligence system, to predict critical and non-critical failures
  4. Dynamic Performance Measures were generated from a 'Watch List' which created an Asset Optimization result
  5. Corrective maintenance activities were acted upon based on a financial impact basis
  6. Work orders were automatically delivered to Maintenance engineers
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Blowin' in the Wind

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Vibration Analysis of Wind Turbines
by Jason Tranter

Wind turbines are dotted across the countryside, seaside, and even offshore. Many believe they are the answer to global warming and stopping the reduction of fossil fuel reserves. Whether you enjoy seeing them on the horizon, majestically spinning in the breeze, or believe they disturb the previously unspoiled landscape, for all of us in the reliability and condition monitoring fields, they pose a new challenge - we have to keep them turning!

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In Europe, wind power currently supplies 3.7% of EU electricity demand1. In Denmark, for example, more than 20 percent of electricity is wind-generated. In Spain, the figure is 13 percent and in Germany it is seven percent2. In 2001, the European Union passed legislation setting a target for 21% of the EU's electricity demand to come from renewable energy by 20103.

The United States wind energy industry is growing at an exceptional pace, and that pace will only accelerate in the coming years. Within days of being elected, President Barack Obama announced a new energy plan which includes measures to "create five million new jobs by strategically investing $150 billion over the next ten years to catalyze private efforts to build a clean energy future"4. The plan also includes "an economy-wide capand- trade system to reduce carbon emissions by the amount scientists say is necessary"4.

The total installed capacity in the United States is 21,017 MW in 35 states. Over 8,000 MW more are under construction for completion this year or early next year. Over 7,500 MW were installed in 2008, and 5,249 MW were installed in 2007. The American Wind Energy Association (AWEA) stated that in 2008 American wind farms generated "just over 1.5% of U.S. electricity supply, powering the equivalent of over 5.7 million homes". It also states that "to generate the same amount of electricity using the average U.S. power plant fuel mix would cause over 28 million tons of carbon dioxide (CO2) to be emitted annually"5.

The U.S. is now the world leader in wind electricity generation. While Germany still has more generating capacity installed (about 23,000 megawatts), the U.S. is producing more electricity from wind because of its much stronger winds5.

With Government assistance, a continuing threat of global warming, and growing demand for power, we are sure to see an increase in the number of wind turbines around the world.

A Brief Guide to the Operation of a Wind Turbine
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Wind turbines are remarkable machines. They are designed to operate, unmanned, in very windy locations; typically in remote farmland or at sea. As the wind blows, the yaw control points the blades into the wind, and the pitch of the blades is constantly varied to control the speed. Typically two large bearings support the main shaft driven by the blades. A gearbox increases the speed in order to drive the generator at 1800 RPM, for example.


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The blades actually rotate at quite low speeds. In the early days of wind turbine design, the speed was 45 to 70 RPM; therefore the gearbox ratio was between 1:25 and 1:40. However, due to the large diameter of the rotor blades employed in the more powerful wind turbines (>1 MW), the blade RPM had to be reduced in order to keep the blade-tip speed subsonic. Modern wind turbines turn as low as 15 RPM requiring a gearbox with speed ratios of up to 1:100.

Many wind turbine manufacturers utilize a planetary gearbox; often multi-stage planetary gearboxes. These are very complex gearboxes as illustrated in Figures 2 and 3.

Reliability issues

Reliability is important with all rotating machinery. In the case of wind turbines, if the
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turbine has to stop then it is no longer generating electricity, and therefore it is not earning money for the operator. When the turbine is located in a remote location, performing maintenance is very difficult (Figure 4). Replacing bearings or a gearbox can be a very expensive operation. In addition to the significant parts cost, transporting and erecting a crane in order to access the turbine adds to the cost, and extends the downtime period. Reliability has proven to be a huge problem for wind turbine manufacturers and operators. Wind turbines must operate in tough environments. Random wind speeds, and occasional high wind speeds affect the input-side of the gearbox. Changing load conditions on the generator affect the output-side of the gearbox. Wind turbines must potentially operate in corrosive sea air, or in freezing conditions where icing becomes a problem. Resonance of the blades and tower can contribute to reliability
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issues, and misalignment is a significant issue given the flexibility of the foundations.

Historically the industry has experienced a large number of gearbox failures. The failures have occurred across a wide variety of manufacturers, designs and sizes6. While onemanufacturer did experience over 600 gearbox failures that almost sent it into bankruptcy, many of the failures now more commonly relate to bearing failures, not gear wear or tooth failure. The problem has been so great that in some wind farms all of the gearboxes have been replaced once or even twice.

Fortunately, the industry has survived this period and is learning from the history of failures. New designs (see Figure 6), improved lubrication, and a greater focus on condition monitoring provide the industry with much greater confidence going forward.

Now, if you believe recent news reports, the only thing the industry has to worry about is low flying UFO's (Figure 7) .

Vibration Analysis
If you asked the average vibration analyst what type of situations they least like to deal
with, their checklist might contain:

  1. Variable speed and load from one test to the next
  2. Variable speed and load during the actual test
  3. Difficult and limited machine accessibility
  4. Complex gearboxes - planetary gearboxes being the worst
  5. Very low speed shafts
Well, guess what? You have just accurately described a wind turbine. The wind conditions
are constantly changing, so each vibration measurement taken could potentially be at a different speed and load condition. And what is worse is that the speed can vary as the
blades rotate. Even the nacelle (the house at the top of the tower) will rotate as the wind
direction changes. And one more small challenge is that the whole structure can vibrate
and resonate due to the construction of the tower and nacelle. Therefore, routine monitoring by vibration analysts visiting the wind turbines on a routine basis is almost out of the question. That's not to say that it is not done - it is simply very, very challenging to acquire data that can be compared to previous readings in order to detect changes in the patterns.

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Vibration Analysis Challenges
Let's explore some of these challenges in a little more detail.

Location and Environment -- Although we will concentrate on discussing the technical issues, you cannot skip the challenge associated with accessing the wind turbines. At best they are on land not too far from civilization. At worst they could be out at sea. And once you get to the wind turbine, you then you have to climbup the tower. Believe me, it is a long way up - you had better be fit (see Figure 9).

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Variable Speed and Load -- One of the key requirements for successful vibration analysis is to be able to compare the current readings to either a previously collected set of readings, vor to a set of alarm limits. We want to see how the vibration patterns have changed. In a standard power station, the majority of the machines will run at the same speed and load from one test to the next. Comparisons with older data are easy, and alarm limits can be generated based on experience with the machine, or based on statistical analysis of the history of data. But it is not that easy with a wind turbine.

As the wind speed varies, the load on the blades, shaft, bearings, gears and generator will change. The speed of the machine will also change. The result is that the peaks in the spectrum will not line-up with peaks in previous spectra, and the amplitudes of peaks are no longer comparable. Not only does the load affect the amplitude of the peaks in the spectrum, natural frequencies will either cause the measured vibration amplitudes to be higher or lower than when the machine was running under a different speed or load.

It is certainly possible to "order normalize" the spectrum, so that the speed-related peaks
in the spectrum will be aligned, but that does not address the changtranter09febmar09.jpges in amplitude

The solution is to define one or more bands of operation where spectra (and time waveforms) collected within that band can be deemed "comparable". The "band of operation" may be specified by the RPM of the input shaft, or the power generated by the turbine, or perhaps another parameter. You will then need to wait until the required conditions are met before the vibration measurements are acquired. Alarm limits can also be defined for that "band of operation".

Variable Speed During the Measurement -- When the analyzer (or monitoring system) acquires the "time record" that is used to compute the spectrum (via the FFT calculation), it is assumed that the machine being monitored operates at a constant speed during that test.

For example, if you acquire a 1600 line spectrum with an Fmax of 1000 Hz, the analyzer will acquire 1.6 seconds of vibration data in order to compute the FFT (for just one average). An 1800 RPM generator will rotate 48 times during the test, but the 15 RPM input shaft will rotate just 40% of one rotation... In order to capture 10 rotations, we need an Fmax of 40 Hz (with resolution set to 1600 lines), and the measurement will take 40 seconds!

If the speed of the wind turbine varies during the test, the peaks in the spectrum can blur - the peaks will be wider than they should be, and the amplitude of each peak will be reduced. And this blurring effect may not be consistent from one test to the next. (Note: The blurring effect will be more noticeable at higher frequencies.)

Therefore, depending upon the nature of the turbine, and the wind conditions, this effect can either be tolerated, or the "order tracking" technique must be employed. Either the once-per-rev tachometer signal must be fed into the analyzer (with an internal "tracking ratio synthesizer") such that the analyzer varies its sample rate in proportion to the RPM, or a shaft-encoder must be used to generate a "pulse train" that contains, for example, 360 pulses per rotation of the shaft which is used to control the analyzer's sample rate.
tranter10febmar09.jpgGearbox Measurements -- There is one more challenge when monitoring gearboxes; especially planetary gearboxes. In an ideal world the vibration sensor (accelerometer) would be placed close to the bearing and/or gear of interest. However not only do these gearboxes have a large number of bearings and gears, it is difficult to get an accelerometer close to certain bearings; the planet bearings for example. When analyzing spectra, either conventional spectra or demodulated spectra (or Peak Vue, SPM, etc.), it is necessary to resolve three issues:

  1. Computing the speed of each shaft, and the gearmesh frequencies, can be quite a challenge with planetary gearboxes.
  2. Computing the bearing frequencies will be very complicated due to the large number of bearings and different shaft speeds. Both jobs are made even more difficult if the manufacturer is not willing to provide the details of the bearings used and gear ratios.
  3. The amplitude of the vibration measured when a planet bearing begins to fail, for
    example, will be lower than the vibration from a bearing in contact with the gearbox
    case due to the transmission path involved.
The Solution

Almost all of the vendors of portable data collectors and analyzers now manufacture online monitoring systems designed specifically for the wind turbine application. There are an awful lot of wind turbines, and each one requires its own monitoring system. These vendors all recognize both the challenge and the opportunity.

Systems are designed to monitor the speed of the turbines, and other process parameters, so that they can correctly determine when the turbine is operating in the pre-defined "band of operation".

In fact, many of these systems can define  multiple "bands of operation". Each band will have its own set of alarm limits, and all readings are tagged with their band of operation so that graphical comparisons can be performed. It is important to have multiple bands for two reasons

  1. Unless the weather conditions are reasonably constant, the turbine will not be operating in any one band for a large proportion of time. By defining multiple bands, the system will monitor and check the turbine far more frequently.
  2. The bearings, gearbox, and generator will react differently under different speed and load conditions. It is, therefore, very helpful to monitor the machine-train during the
    majority of operating conditions. For example, a problem with the support
    structure may only be detected when the turbine is operating at highest load.
tranter11febmar09.jpgThe Challenge With All On-Line Monitoring Systems

All on-line monitoring systems face a number of challenges that can limit their effectiveness, but these challenges are compounded when applied to wind turbines. I have already discussed the issue related to varying speed and load, but let's take a look at some of the other challenges:

The Number of Monitoring Points -- One of the most critical decisions is selecting the number of sensors that should be installed on the gearbox, generator and bearings, and selecting their location. Every sensor costs money, and it requires another channel in the monitoring system. And when you multiply these additional costs with the number of wind turbines (see Figure 11), you can see that it is a very sensitive issue.

As with all vibration monitoring applications, it is essential that the monitoring system can at least acquire enough data to warn when the vibration levels are increasing - even if there is not enough data to actually diagnose the problem remotely. But, as discussed previously, when monitoring large planetary gearboxes, the spectral data can be very complex.

Knowing the failure modes of the turbine can help immeasurably. If you know which gears
and bearings are most likely to fail, then you can position the accelerometers accordingly.

The Central Monitoring Service -- The "central monitoring service" is the group of people who will respond to the alarms, analyze the data and make final recommendations. It is essential that this group has access to the required data and has the experience to make recommendations. Obviously a communication link must be established with the wind turbine monitoring systems.

tranter12febmar09.jpgCentralized or De-Centralized -- The monitoring system must not only acquire data when the turbine is operating within pre-defined bands, but it must compare the data to alarm limits and take the appropriate action. There are at least two approaches: perform all of these operations within the system that is installed in the nacelle and communicate directly with a central monitoring service, or install a more sophisticated system centrally within the wind park and use it to communicate with both the wind turbine monitoring systems, and with the central monitoring service. Many wind farms have a wired or wireless network, and the monitoring system may be allowed to tap into that network.

The Effectiveness of Alarm Checking Software -- Many vibration analysts running 'normal' vibration monitoring programs do not have an effective set of alarm limits set up for their machines which allows them to run an exception report that provides useful, actionable information. The solution is to manually analyze each and every measurement. This is not possible when performing on-line monitoring.

It is therefore very important that the alarm limits are set up carefully, and they need to be refined frequently. Too many on-line monitoring systems generate "thousands of alarm exceptions" - as a result faith in the system is lost. There are methods that can be used to set up effective alarm limits, such as statistical alarm generation, but that will need to be covered in a separate article.

Conclusion

Wind turbines are being installed at an amazing pace, and while some of the earlier reliability problems have been resolved, there is no doubt that reliability will be an on-going issue. Condition monitoring technologies such as vibration monitoring, oil analysis, and performance monitoring will play a very important role in the viability of wind farm operation. As long as monitoring system vendors and wind turbine manufacturers continue to improve their designs, focus on reliability, and share information, renewable energy from wind power will continue to grow as a source of affordable and clean energy around the world.

References
1. European Wind Energy Association: http://
www.ewea.org/index.php?id=58

2. U.S. Department of Energy, Energy Efficiency
and Renewable Energy, Annual Report
on U.S. Wind Power Installation, Cost,
and Performance, Trends: 2007 (May 2008)

3. European Wind Energy Association: http://
www.ewea.org/fileadmin/ewea_documents/
documents/publications/WD/2008_
november/Viewpoint.pdf

4. "Barack Obama and Joe Biden: New Energy
For America" http://www.barackobama.
com/pdf/factsheet_energy_speech_080308.
pdf

5. American Wind Energy Association: http://
www.awea.org/pubs/factsheets/Market_
Update.pdf

6. "The Gearbox Reliability Collaborative",
Brian McNiff, McNiff Light Industry:
http://www.sandia.gov/wind/2007Reliability
WorkshopPDFs/Tues-1-A-BrianMcNiff.pdf

7. "Distributed Generation Drivetrain for
Windpower Application", by Dehlsen Associates,
LLC, for California Energy Commission
Public Interest Energy ResearchProgram - CEC-500-2006-018

8. http://au.video.yahoo.com/watch/
4262445/11458525


Acknowledgements

I would like to acknowledge the assistance given by the following helpful people: Pedro Cortez, SCM, Costa Rica; John van Bynen, Commotion Systems, Australia; Shaw Makaremi, Clipper Windpower, USA; David Clarke, Turning Point, USA; Steve Barber, Windrisk, USA. Thanks guys!

Jason Tranter is the founder of Mobius and Mobius Institute, and the author of the iLearnVibration training product, Interpreter analysis assistance tool, the Category I/II/III vibration training courses and simulators, and other products, courses and articles. Jason has been involved with vibration analysis since 1984. Mobius has offices in the USA and Australia, and training centers in 30 countries. Contact Jason via jason@mobiusinstitute.com or www.mobiusinstitute.com

Vibration_Feb_Mar_2009.pdf

Streamlining Lubrication

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infotech02febmar09.jpgEnergy Savings Through Task-Specific Lubrication Reliability
by Eric Rasmusson

With most plants today facing increased pressure of competition - and some even fighting for survival- the advantages of a task specific lubrication reliability system are too great to be ignored any longer. Along with several other reasons, energy savings is one major benefit of unlocking untapped potential in a large number of facilities through better lubrication practices.


Unharnessed Opportunity


Lubrication reliability is an extremely important and complex operation not adequately addressed by corporations world-wide. They give focus to important operations such as accounts receivable, inventory control, CRM, process control and a host of other functions. In fact, no corporation would dream of running without the advantages gained from using software designed for these specific purposes. Yet these same organizations often remain naive about the complexity of industrial lubrication - and its importance as an unharnessed opportunity for new operational efficiencies.

A well documented and definitive case study1 shows energy savings gained from the proper lubrication of equipment, including a multi-hundred ton stamping machine. As is regularly found in plants lacking a task-specific lubrication program, this machine wasn't being properly lubricated to specification. In fact, it was shown to be filled with the wrong lubricant. Working with the energy utility, baseline consumption data was collected. With this data in hand, the machine was flushed and filled with the proper lubricant, and then monitored over several months of operation. Upon its conclusion, the study results brought forward an impressive 18% reduction in energy consumption - a $2,700 annual savings at typical rates - on a single machine alone.

According to the US Department of Energy, the typical plant spends 60% of its Operations & Maintenance (O&M) budget on energy alone. Of course, not all equipment would produce reductions in energy consumption in the 15-20% range. Yet with the hundreds or even thousands of pieces of equipment within a plant, the potential savings are significant. Such reductions in energy consumption will meaningfully impact the O&M budget - year after year.


Missing Lube-Points

The simple fact in many plants is that lubrication points are being missed. And the resulting impact goes far beyond increased energy consumption. A recent report by Ricky Smith shows poor lubrication practices are responsible for 40% of maintenance related failures2.

It may be a case of the wrong lube (as in the energy case study above), incorrect frequency, or guesswork resulting from the lack of a reliable method for tracking when a point was (or was not) lubricated. And far too often, lube-points are simply forgotten altogether, only to be re-discovered years later. It is no wonder a survey included in this report shows 80% of respondents indicated that lubrication was a significant problem in their operation.

Think about it for a moment. Most industrial plants consist of varied equipment numbering from the hundreds to the thousands. Each one of these equipment pieces typically includes multiple component parts requiring lubrication, such as a motor, drive-shaft and coupling.  Multiple lube points per equipment result in thousands upon thousands of individual points to be serviced. Yet lubrication is even more detailed than these numbers alone.


Do The Math

Each individual lubrication point often requires multiple and differing activities to be performed, each at its own frequency. For example, proper care of just one lubrication point will require topping-off a reservoir each week, drawing a lab-sample every quarter, and draining and refilling with fresh fluid once a year.

Several thousand lube-points, each with multiple tasks at varying frequencies -- it can easily work out to be hundreds of thousands of activities needing to be performed annually.

This means, in order to ensure ongoing performance and reliability, many plants should be performing over 250,000 lubrication activities each year. In fact, one proactive and successful East Coast paper plant reports performing over 700,000 lubrication activities annually.

Now consider the problem of so many lubrication points spread across several acres, numerous buildings, or multiple stories. This is even further complicated by an array of required lubricants, and the fact that distinct procedures are often required for each of the activities performed at a lubrication point.

How is this daunting task typically being handled?
Unfortunately, it's often left, either in full or in part, to human memory.



Common Approaches

Reliance on Human Memory -- In some cases, lubrication maintenance personnel have been tending the equipment for years, resulting in detailed understanding of the needs. Hopefully, these experienced personnel are never sick or on leave. Or worse yet, what are the consequences when just one resigns or retires?  A mission-critical information asset is lost as they walk out the door. This starts a long and costly program of reassembling details and knowledge lost. Meanwhile, lacking experience, how does the new person on the block possibly lubricate without significant omission? Under this scenario, lube-points will, in all likelihood, be missed.

Reliance on spread sheets -- Another widely used method is the computer spreadsheet.

Typically this comprises a list of equipment along with numerous columns for lubrication specific data fields such as lubrication points and type, required lubricant, lubricant capacity and the frequencies at which to perform tasks. While able to convey the basics of what needs to be done and how often, such spreadsheets fail in knowing or communicating what specifically needs to be done and when.

Most often lacking is the tracking of dates last completed--accurately entering this information for thousands of rows is an impossibly arduous task. Yet, while updating spreadsheets proves difficult, accidental changes and deletions come all too easy. Knowledge of when tasks were last completed is the prerequisite to determining when individual tasks are next-due--without which the all-important questions remain unanswered. Which tasks are to be done this week? Which were missed last week? Also consider the hundreds of activities of longer duration, such as those performed every quarter, six-months, or once every year. It's simply not possible to correctly remember when each activity was last completed. Once again the burden for proper lubrication is consigned to human memory. And again, lube-points are most likely beingmissed.

infotech01febmar09.jpg


Relying on standard CMMS/EAM systems --A third common approach is attempting to properly execute lubrication using the PM system of a CMMS or EAM product. Focused on Condition Monitoring (CM) & Preventive Maintenance (PM) work-order management, these systems perform the role well, and most maintenance professionals are comfortable in their use. Yet comfort with a system's intended function is far from the best reason to apply it to other uses.

As mentioned above, CM & PM workorders typically number less than a few thousand annually, while annual lubrication activities can range up over 700,000. While the typical CMMS adeptly catalogs equipment at the nameplate level, these systems lack a clear approach for cataloging the multiple related lubrication points, let alone the multiple activities for each of these points. Also missing are the many data elements regularly found in the previously explained spreadsheets. The fact that these discipline-specific details are missing from the typical CMMS is the main reason such spreadsheetsfind common use.

This lack of requisite details leads many into a minimalist, work-order level approach to lubrication.
 
Simple monthly PMs are created for each equipment section or area, producing work orders with generic instructions such as "Lubricate stations 1 thru 8," or "Check Levels in Bldg 12." Striving for more detail, one plant of an integrated forest products company was required by corporate to use SAP to manage its lubrication program. The plant's reliability engineer invested months of effort on repetitive keyboard entry of lubrication details into long-text fields. Shortly thereafter, and much to his dismay, it was decided to switch more than 200 reservoirs to synthetic lubricants--leaving him to edit each individually. Furthermore, with his hands tied by data locked into non-actionable text-fields, he was forced to answer with a definitive "NO," when the plant manager asked him if his time and effort had resulted in an accurate and consistent lubrication program.

Many CMMS products allow for inclusion of a list or block of items with a PM, which can be used to list the lubrication points for an equipment area. Sounds simple doesn't it? Unfortunately, the actual complexities of lubrication cannot be overlooked.

Lubrication points within any equipment area are not identical. One key differentiator is the variation of frequency. Examples of such variation include some points being done weekly or biweekly, others monthly, bimonthly, quarterly or annually. A single PM can't address this fact, resulting in multiple PMs being created, one per frequency, for each equipment area. Equally important variations include the lubricant required, number of lube fittings, and activity type (top-off, change-out, sample, etc.). Further variation comes when activities require specific step-by-step procedural instructions. With the CMMS offering no native support for lubrication, how is such information conveyed using a single PM? How many PMs are needed to convey a bare minimum of these compulsory details? Remember, give a CMMS more PMs and it will return the favor with increased work-orders and paperwork. More importantly, within these numerous work orders and pieces of paper, there is no opportunity to bring optimization and efficiency to lubrication.

What's done is done. Or is it? Mark a work order as completed and the entire block of lubrication points share the same status. A PM system unable to function below the workorder level can't track the most relevant of data - all outstanding lubrication points must somehow be remembered over subsequent weeks until completed. It's not hard to see this problem compounding week after week. Yes, having a multitude of detail deficient lubrication PMs might look and feel good on the surface, but it veils reality with a false sense of security. With such reliance upon manual effort, paperwork and human memory, it's no surprise a recent search across popular CMMS/EAM websites for the term "lubrication" returned zero pertinent results. Once again, details required for success are left to the imagination and memory of lubrication personal.

Customization -- The fourth and by far the most costly approach is customization of the CMMS / EAM product for lubrication. Gaining rudimentary lubrication capability consumes hundreds of man hours, with one organization reporting having spent nearly $1,000,000 USD to modify SAP-PM for lubrication-point level of functionality. Even if successful, such customizations prove difficult and expensive to update. Personnel doing the original work are often otherwise assigned or no longer part of the organization. With corporations working to eliminate maintenance of in-house legacy systems, why should lubrication be any different?

Each of these approaches is dependent on human memory. This results in lubrication points being consistently maintained incorrectly, or worse yet, missed entirely. Yet management often declares or assumes lubrication to be in good order. You don't get immediate feed-back when a lube point is missed. Often times it takes months or even years until the feed-back manifests as costly equipment failure and unplanned down time.

This points to why more equipment failures are traced back to poor lubrication practices than for any other reason. Numerous longterm studies in Canada, Germany, Russia, United Kingdom, and the United States declare this fact in unison.

Product engineers at bearing manufacturers such as SKF and Timken show how their bearing products can have an almost unlimited run life. Yet sales staff for these manufactures report their customers are buying bearings by the case. A large North American building currently spends over $2,000,000 per year onproducts firm, just beginning to implement a task-specific lubrication reliability program, replacement bearings. This habit of regularly running bearings to failure means a constant hit on equipment efficiency and energy consumption.

What is the net result of relying primarily on human memory? It is significant cost and loss. This includes unplanned downtime, capital equipment replacement, excessive energy consumption and poor use of human resources. This is in addition to poor production quality and environmental risk.


Gaining the Benefits
 
Responsibilities become
clear and known -- What are the features and benefits of a well designed lubrication reliability software solution? Most important is the clear presentation of all pertinent details to lubrication personnel at the task-specific level, ensuring lubrication is done right. That means: The right lubricant is used in the right place, at the right time, using the right procedure.

infotech02febmar09.jpg
 
A good system will include an automatic lubetask based work release. Tasks are released individually, and only as needed, not as blocks of work. These lubrication work assignments are automatically pushed to those responsible via footstep efficient routes. Such a lubrication reliability system will also provide automatic backlog management. Individual lube-tasks, if not complete, are automatically marked pastdue and brought forward each week until they are completed, with no user intervention required. This frees maintenance planners and reliability professionals from the details of lubrication so they can focus on other important initiatives. Other important capabilities include: consumption tracking and trending,
shutdown/outage planning and equipment lockout/tagout safety information.

Powerful Routes vs. PM Blocks -- As previously
stated, PM systems and spreadsheets are left to release lubrication work in small blocks - blocks of tasks sharing the identical lubricant and frequency. This yields handfuls of PM work orders with no opportunity for efficiency of execution on the plant floor. A task-specific system consolidates this array of PMs into footstep efficient routes by combining (however one desires) machines, frequencies, lubricants, and so on, without restriction. Such routes clearly direct personnel from point to point, showing all task information, including detailed procedures. These routes are walked consistently week after week - performing only currently due tasks (as released and presented) while moving past lube-points due at a future date. For example, weekly tasks are presented every week, while monthly tasks appear on the route just once a month, and so on. Rather than having to mark an entire block as completed or not, individual tasks are able to be marked complete as work progresses. Gains in efficiency on the plant floor and the elimination of backtracking are easily obtained by using a drag & drop feature to quickly re-sequence tasks within a route. Having task specific details will also allow for the straightforward implementation of lubrication ODR (Operator Driven Reliability).

Mobile computing for accuracy -- A feature that also helps productivity greatly is the provision for routes to be performed on rugged Windows Mobile™ handheld computers. This brings a great deal of efficiency to the system, with information literally at the finger tips of the lubrication specialist. No paperwork and no clipboards. Fingertip data collection includes work accomplished, consumption volume, and equipment problems and issues, all with no keyboard data entry. Mobile routes will also include provisions for positive verification
of tasks performed via Bar-Code or RFID, as desired.

Energy Savings, Safety and Oversight -- It's the lube-point level management of lubrication which enables a system to drive energy savings and provide a wide array of other lubrication reliability benefits, such as safety requirements, accurately and clearly presented, right at the lube-point. Significant simplification of lubrication consolidation--thanks to the system's exact knowledge of lube product usage. Abnormal machine and lubrication conditions will also be easily noted, recorded and tracked until these conditions improve.

In addition, there will be a procedure library which provides task-specific work-steps and eliminates repetitive data-entry.

Equally important is a detailed history for each lube-point as well as lubrication specific reporting. This detailed history is required for KPI oversight as well as for process improvement and failure analysis. It also enables international standards and audit accountability. Lubrication specific reporting brings forth information at both detailed and management overview levels. Providing instant understanding of program status, reports can be run in both tabular and graphical formats.


Reality and Results

By addressing the number one cause of equipment failure, reactive maintenance, work decreases and overall plant reliability increases, which increases operational efficiency of machinery and the overall productivity of the plant. In short, a task-specific lubrication reliability solution will do the following:      

  • Reduce Costly Downtime and Failures
  • Maintain Mission-Critical Knowledge Assets
  • Mitigate Human Factors
  • Maximize Employee Effectiveness
  • Cut Energy Costs by up to 20%

Best of all, any one of these will quickly save more than the cost of a task-specific software
solution.


Costly Misperception

Most often, there is a major disconnect between the "oil is oil" presumption of upper management and the inherent understanding maintenance and reliability professionals have for the complex nature of lubrication. When these professionals seek funding for a task specific program they are often told "there is no budget for that." Frankly, this is akin to shooting oneself in the foot. Think about it, for a plant with an energy consumption of $500,000 a year, a 10% energy savings from a properly designed task-specific Lubrication Reliability program would result in an annual savings of $50,000. Further, Smith draws this impactful conclusion "If a company's annual sales are $60 million, and total downtime is 10%, and 25% of downtime is due to lubrication, the lost opportunity cost due to lubrication is $1.5 Million."

With documented benefits and rapid ROI, it is hard to understand why corporations continue to neglect this profound opportunity for notable increases in operational efficiencies, competitiveness and profit.


References

1. Energy Reduction through Improved Maintenance Practices, Kenneth E. Bannister,
1999 Industrial Press

2. Exterminate Lube Problems, Ricky Smith, CMRP, Plant Services

Eric Rasmusson is President / CEO of

Generation Systems, Inc. He has over 30 years of high-tech and industrial software experience and is the principle architect of LUBE-IT Lubrication Reliability software solution. Eric launched Generation Systems in 1984 and now is guiding the company toward its 25th anniversary. His passions are increasing global awareness of the profitability of lubrication reliability, and enhancement of the award-winning LUBE-IT product. Eric also holds concern over the increasing complexity and bloat of industrial software. This, coupled with his sincere regard for end-users, drives him to innovate comprehensive, yet highly intuitive solutions.

Editors Note: We published this article with specific references to LUBE-IT Lubrication Reliability software in order to tell more people about potential solutions as maintenance and reliability information management evolves. We did not want to make it generic. There are other unique software products that we will also be presenting to you in Uptime. In order to bring you the full impact of the capabilities of some of these new technologies - we have decided to allow product specificity- not as an endorsement - but to create an enhanced understanding of the rapidly changing landscape of Information Technology.

Uptime is comfortable stepping out of the limited and traditional etiquette of magazine publishing and we hope you see the value in our decision. We certainly invite your feedback as we continue to move forward.

InfoTech_Feb_Mar_2009.pdf

When Green Is Good Business

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Sustainability Through Ultrasonic Energy Conservation
by Allan Rienstra


In 2008, there arose a broad selection of solution providers specializing in helping the community of maintenance and reliability professionals to 'Go Green'. It is unlikely that the original mandate of most of these companies was to "help save the environment", but it does show how nimble entrepreneurialism adjusts to accommodate the demands of corporate social responsibility. The term corporate social responsibility eventually gave way to the broader catchphrase "sustainability" in 2008. Maintenance departments formed energy management teams to focus on the dual win of saving both money and the environment with efficiency initiatives. For them, and most of us, the definition of "sustainability" closely mirrored that of the trusted EPA; "meeting the needs of the present without compromising the ability of future generations to meet their own needs." In 2009, sustainability may well be redefined as "doing whatever it takes to keep our doors open for business."

A stubborn economic and environmental crisis grips the globe. There are obvious virtues to positioning our business as a provider of green solutions with benefits for both energy savings and reducing a factory's carbon footprint. This is the re-emphasis of an original mission statement made some thirty years ago when ultrasound inspection first appeared as an answer to curbing sources of waste energy in factories, but this time around the stakes are higher.

As consumers we have an insatiable thirst for electricity, and the fossil fuels consumed by its creation. That fossil fuels are running scarce is not just rhetoric. Conservation must be made as mandatory as the ongoing search for alternative energy sources is. Those alternatives will have to be planet friendly, as the reckless use of energy has loaded our environment with CO2 and other greenhouse gases, changing our planet forever. Expect continued and dramatic changes in global weather patterns illustrated by extreme storms, draughts, cold waves, and heat waves. And while the price per barrel of oil was low at the time of writing, expect higher prices to return as the globe moves through, and out of recession. Now is the time to look to your airborne ultrasound program for some assurance about your company's sustainability in 2009.


Airborne Ultrasound Inspection

Airborne ultrasound inspection refers to the technology of detecting and localizing the sources of ultrasonic phenomena for the purpose of identifying

a) sources of wasted energy

b) sources of mechanical failure

c) sources of electrical failure

d) faults within a machine


without intrusion or shutdown. These problems all have one characteristic in common; they produce noise in the ultrasonic range with peaks between 35-40 kHz. Ultrasound inspection is useful because it focuses on these specific noises while filtering away ambient plant noise, making it extremely handy in loud plants. This makes the technology available for use during peak production hours, reducing the need for overtime. It is advantageous to use this technology to pinpoint the source of problems because ultrasound is more directional than audible sound. Subtle changes to plant machinery can be heard in the ultrasonic frequencies first. Inspectors are rewarded with an earlier indication of a problem, and a larger window to schedule repair. So ultrasound inspection extends the abilities of human hearing and empowers companies to pursue some of the easiest wins in the sustainability business.

Going "green" and saving energy are two separate ideals that merge by circumstance, and focus on a campaign with huge potential wins. This battle starts in the air compressor room (supply side) and branches throughout the facility (distribution) to wherever air is needed (demand side). Along the way there are leaks, wasted dollars spent and energy consumed, all the while enlarging your carbon footprint. Take a look at the benefits of a well managed compressed air leak program.

Here are some compelling reasons to tighten your compressed air system.

  • Compressed air production is the 2nd or 3rd highest source of energy consumption in most companies.
  • On average, air compressors account for 18% of all industrial electrical consumption in European manufacturing plants. Some suggest that compressed air costs account for as much as 30% of a manufacturing plant's electricity bill.
  • For every kWh spent on compressed air, an additional 0.8kg of CO2 per month is spewed into our atmosphere.
  • 75% of the total cost of your compressed air system goes to your electricity provider. The other 25% is accounted for by capital costs and ongoing maintenance.
  • On average, only 43% of compressed air produced gets used to satisfy real demand.
  • On average, 34% of compressed air produced is wasted to leaks.
  • The remainder is consumed by wasteful applications and artificial demand.


Reducing energy consumption starts with getting your system leakage under control, but should include more than just ultrasonic leak detection. To get a handle on the total opportunity represented by a greener compressed air system, a plant should hire a consultant to conduct a compressed air audit. A consultant examines the entire system, which is broken down as Supply, Distribution, and Demand. The auditor looks at your system objectively and will recommend improvements that, when implemented, will see more SCFM flowing to demand, and a positive impact to bottom line. Partnering with a quality compressed air auditor is a definitive step toward sustainability.

The United States Department of Energy (DOE) says "The best way to detect leaks is to use an ultrasonic acoustic detector, which can recognize high frequency hissing sounds associated with air leaks. These portable units are very easy to use." The main point here is that leaks create a high frequency sound which can be difficult to hear, and to pinpoint, without the aid of an ultrasound detector. Leaks produce turbulence when air flows from the high pressure side to the low pressure side. It is this turbulent flow, which we associate with the characteristic hissing sound of a leak, which generates noises with both low and high frequency sound components.


The low frequency sound components are audible to the human ear, but masked by the noise of the plant. The high frequency sound components (ultrasonic) are inaudible to the human ear, but are detected above the noise of the plant. Perhaps most important in our ultrasonic search for leaks is the directional nature of ultrasound. This gives inspectors the ability to hear leaks while the plant is operating, and to pinpoint their location quickly so they can be tagged or fixed.


Compressed Air Audits

Paul Edwards, a principle with Compressed Air Consultants, USA of Charlotte, NC is a compressed air auditor for whom I have a great deal of respect. He recently wrote, "Leaks are an important aspect of compressed air improvement projects and a good study documents the leaks without focusing on them... ...The real value in ultrasonic detection is in increasing the speed at which leaks can be located and tagged." Edwards sees ultrasonic leak detection as a speedy alternative to listening with the unaided ear, or even using water and soap mixtures to look for bubbles.

green02febmar09.jpg

Leaks can be detected from as close as an inch or two, or as far away as fifty feet or more. The distance of detection depends on two factors: the energy of the turbulent flow, and the type of sensor used. The turbulent energy is dictated by the pressure of the system and the size or shape of the orifice (see Figure 2). Lower pressures will produce lower turbulent flow, but smaller orifice size will restrict flow and can actually increase turbulence. Think of a garden hose and what happens when you restrict the flow of water with your thumb. Less water flows from the hose, but with greater force. Likewise in an air line, a smaller orifice may mean less air, but more turbulence.

green03febmar09.jpg


The leak may sound louder in the ultrasound detector's headset, but in fact the loss from that leak may not be much. To accommodate both close up and far away leaks, ultrasonic detector manufacturers produce different sensors for different situations. Flexible wand sensors are used for near inspections and tight access areas while parabolic sensors with laser sights are used to pinpoint leaks in overhead piping without the need for ladders.



The Anheuser-Busch Story

One forward thinking industrial leader chose better economical times than today to ensure their sustainability. Anheuser- Busch is one of the world's largest brewers, operating 14 breweries, 12 in the United States and two overseas. In business since 1852, there is more than 150 years of brewing tradition in their keg, making them a true American success story. Anheuser-Busch did not get where they are today without an effective predictive maintenance and reliability strategy. It's paramount to providing consumers with a high quality product that is well priced and profitably manufactured.

Anheuser-Busch began investigating Predictive Technologies in 2000. They had a vision of their ultimate goal, but recognized there would be hurdles along the way. Their decision to implement ultrasound inspection was based on the immediate return on investment through reduction of compressed air and CO2 leaks (no one likes flat beer), and improvement of their steam processes through the identification of faulty steam traps and leaks. The driving force was the immediate cost savings through the reduction in air loss because of leaks and misuse.

Where does a company start when developing a long-term program? The first step was to develop policies, best practices and standard operating procedures. "You must remove the option of performing Ultrasonic Inspections" recounts Dan Durbin, corporate engineer and the man charged with piloting this project. A policy was written which required Ultrasonic Inspections to be conducted. Best Practices and Standard Operating Procedures were written to support the policy. Procedures included "how to implement an ultrasonic program", "how to conduct a scan", and "how to use the equipment." Anheuser-Busch leaned heavily on their ultrasound vendor to implement their program.

An in-house Computer Based Training (CBT) module was developed for the large number of operators that had to be trained. Its focus was to provide the training necessary to identify and quantify air, steam, and CO2 leaks. A cost calculations spread sheet was developed so that each plant manager could select their Brewery and fill in the decibel readings to determine the potential savings from repairing the leak.

Two major hurdles that threatened the project were costing, and getting buy-in at the brewery level, especially since this was a corporate down initiative. The initial problem was that the utilities budget paid for the production of compressed air and the purchase of CO2, but wasn't the major user. Utilities used only a small portion of the air; mostly for instrumentation. Packaging was the majority user, mostly for moving and drying product, and Brewing was the major CO2 user. Deciding on budget allocation to get the program off the ground was a big hurdle, but Durbin negotiated to reach an accord.

The second challenge was to get buy-in at the brewery level. This issue was familiar; "Corporate Interference" in Brewery operations. It's also called the "not invented here" syndrome, yet getting upper level Brewery management to buy-in was essential. So a presentation was made showing potential savings from reducing air and CO2 loss and improving the steam system. Then a Quarterly Scorecard was implemented to ensure compliance to Corporate Initiatives.

Dan Durbin recounts how this program came together, "Once the Corporate program was established, we cross-seeded the program in phases. The first step was to build a baseline for air use to be able to track improvement. Next we added the requirement for Reliability Managers to go through the CBT for Ultrasonic Analysis. This built a base knowledge of Ultrasonic techniques in the audience responsible for equipment reliability. Next, we added the requirement for the Predictive Maintenance Plans to be developed in SAP. Last, we established a specific number of scans be conducted during a quarter."

green04febmar09.jpg
Improvements were tracked and awarded through bonuses, and non-compliance was penalized through reduction in the Plant Manager's bonus. All breweries were surveyed during shutdowns. The logic was that during shutdown periods the air flow to Packaging and Brewing should be at a minimum. In fact, most air flow during a shutdown is consumed by leaks. The findings from these surveys confirmed that the savings justified the purchase of ultrasonic detectors for each brewery in order to standardize operations.
 
The basis was a 25% cost reduction of compressed air, steam, and CO2. The target ROI was set at less than 12 months.


Implementation Guidelines

A set of guidelines was developed for each Brewery, based on the assumption that no ultrasonic program existed previously. Their first step was to separate the brewery by line or cost center. The work was assigned to the process support technician as part of his daily work package. It was decided to limit the scans to a 4 hour period, but that can change based on feedback from the previous scan results. Repetitive work orders for each scan area are generated in SAP. Any repair work generated as the result of the scan is tracked in SAP as "Corrective maintenance, Ultrasonic Analysis". This allows them to track the effectiveness of the program. Ultrasonic scans are performed as per the Computer Based Training modules taken. Documenting the meter reading and using the SCFM - dB?V correlation chart determines the potential savings from eliminating the air loss (see Figure 4). During the next scheduled ultrasound scan, repaired leaks are scanned and confirmed repaired.

Categorizing the leak is important, not only to save money, but also to ensure a more efficient process for the future. Ultrasonic inspectors are required to document not just the leak size, but also the cause of the leak. For instance, if the leak is a result of poor equipment design, the use of inferior fittings, or poor installation, it needs to be charted.
 
If re-design can be documented to be cost effective, they not only eliminate present day waste, but prevent future losses through better design practices. Design issues are  assigned to Reliability Managers to determine if a retrofit is cost effective. Tackling the root cause demonstrates more than just a band-aid approach to leak management.

The ultrasonic program at Anheuser-Busch is now in full implementation in the twelve domestic breweries and has acceptance all the way to the Vice President level. One of the successes of Anheuser-Busch's ultrasound program is that the VP approves all items that are added to the scorecard and personally monitors compliance at the brewery level.

For this champion of the beverage industry, applying lip service to corporate sustainability was not enough. The management level and higher-up leadership levels understood from the start that sustainability for the environment, and for their bottom line, had to come from the top down.

Anheuser-Busch chose to start an ultrasound program to give sustainability to their company through energy savings, reduced environmental footprint, and improvement to their overall design processes. They went a step further by ensuring that their mistakes of the past didn't haunt them in the present and into the future.


Sustainability through Ultrasound


Companies searching for justification for their Sustainability agenda should not overlook the potential of an airborne ultrasound leak management program. In addition to  the fast and measurable wins possible from reducing waste in the compressor room, you can put your stamp on a greener environment by utilizing this technology in many other areas of the factory. Leaking steam traps and poorly lubricated bearings are both energy wasters that can be spotted and fixed within your ultrasound program. Vacuum leaks on condensers and evaporators, electrical faults in switch gear, poorly tightened belts, and misaligned couplings are other issues which are a drain on energy and, therefore, negatively impact the environment, and threaten the sustainability of your plant.

Allan Rienstra is the General Manager of SDT North America providing ultrasound solutions to maintenance professionals since 1991. Allan has written countless articles on practical applications for ultrasound inspections including "Strategies for an Effective Airborne Ultrasound Program". These published works are considered the standard by companies implementing inspections programs. As a co-author of SDT's Level 1 Ultrasound Certification Program, Allan is recognized as a leader in his field. He is a graduate of Simon Fraser University, Vancouver, British Columbia, Canada and resides in Cobourg, Ontario with his wife and two children.


 

Tin Whiskers

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When Making Things Better Makes Things Worse
by Derek Burley, CMRP


D
espite our best efforts it seems that there are occasions when our attempts to improve or 'make things better' actually backfire and result in the opposite effect - things can get worse in an unexpected way. What this article seeks to achieve is to raise awareness of a condition that was first identified in the 1940s, but has only recently become an issue that warrants a more concerted research effort.

What Are We Trying To Make Better And Why?

Over the last couple of decades, there has been an increasing push to become more 'green'. Environmental awareness and the momentum to change have led to the introduction of legislation or incentives in many western countries. This article examines an example of legislation introduced by the European Union and its emerging effects. This legislation is the "Restriction of certain Hazardous Substances" (RoHS) and "Waste Electrical and Electronic Equipment (WEEE) Directives". These new directives set deadlines for electronics suppliers and manufacturers to eliminate many of the common uses of lead (Pb) from their products - including solder.

A major driver for 'cleaner' solder stems from the huge amount of electronic equipment that is dumped into landfills. Pb was considered likely to eventually leach into ground water and was the motivation to change current practices. Put simply, there is a growing legal mandate and moral drive to remove Pb from solder.

To add a little perspective, in 2002, the US Environmental Protection Agency (EPA) estimated that 80,000,000 kilograms of Pb solder was used globally.

The RoHS and WEEE legislation set a deadline of June 2006 to achieve the goal of Pb free solder. It is worthy of note that some types of electronics were exemptedfrom the law since its inception. Among these exceptions were military and other national security equipment and certain medical devices, among others. Currently, the United States has not made Pb-free solder mandatory, but does offer tax benefits for reducing or eliminating its use.

There was no problem removing Pb from gasoline. We took the Pb out of paint. So, it seems very reasonable that we could remove Pb from solder - what could possibly go wrong?

What Happens When You Remove The Lead From Solder?

Traditional solder typically contains 37% Pb and 63% tin (Sn) and has been used for many years to join metal components in everything from water pipes to computers. The problem is that when you remove the Pb from the solder, strange things can start to happen. "Tin whiskers" can form and the consequences can be serious.

  • The Millstone nuclear generating plant in Connecticut unexpectedly shut down when a circuit board monitoring pressure in a steam line failed (April 17, 2005)
  • During 2006, multiple batches of a Swiss company's watches were recalled - the estimated cost was $1bn
  • The failure of the Galaxy IV communications satellite in 1998
  • The FDA recalled a number of pacemakers in 1986
  • Relays in AT&T telephone switching centers failed during the 1950s
In all the above cases, tin whiskers were identified as the cause.

What Are Tin Whiskers?

Firstly, the whisker phenomenon is not new and it is not confined exclusively to solder. Other metals that can form whiskers include zinc, cadmium, indium and antimony. Whisker events have been observed since WWII, when military radio failures occurred often enough to initiate investigations into the cause. Although the problem was recognized over 60 years ago, it has only been the subject of serious research over the last few years.

tinwhiskers01febmar09.jpgTin whiskers are crystalline growths that can grow spontaneously - crystals of tin that can cause short circuits in electrical and electronic equipment. An applied electrical field is not required to enable their growth - they appear randomly. Whiskers can grow at ambient temperature and humidity, in a vacuum, in air, in continual or varying temperatures and, in time, they will eventually force their way through any protective coatings that have been applied to contain them. A single whisker can conduct about 30mA. This is certainly a high enough current to cause failure in digital circuits. It can cause a short that can fail the equipment while leaving little or no evidence. Whiskers frequently achieve lengths of several millimeters with a typical diameter of 1 ?m. In rare instances lengths of up to 10 mm have been observed. Whiskers can grow indefinitely and they can be straight, kinked, hooked or forked (see Figures 1, 2 & 3). Annual growth rates can vary between 0.03 mm and 9 mm.

Pb-free solder is, to some extent, more brittle than traditional solder. Substitute solders that have been developed may be applied too thinly or with too little heat, which results in stressing of the circuit board laminate (a contributing factor in whisker growth).

What Causes Tin Whiskers?

tinwhiskers02febmar09.jpgThe removal of Pb from solder is not the cause of whisker formation - it has simply illuminated the underlying condition. Tin whiskers are individual crystal growths of tin that grow spontaneously from a tinned surface. They appear to be related to residual stresses within the tin plating. Pb in solder compensates for these stresses. Exactly how and why a tin whisker grows is not completely understood and more research is needed to establish the
root cause(s) and deliver a solution. However, some progress has been made in understanding this phenomenon. Factors that

are reasonably well proven to contribute to
whisker formation are:
  • External compressive stresses such as those introduced by torquing of a nut or a screw can contribute to the formation of whiskers.
  • Bending or stretching of the surface after plating has been applied.
  • Differences in thermal expansion characteristics between the substrate and the plating material.
  • Microscopic damage to the plating or the substrate material caused by handling or application of test probes etc.
"Whisker growth may begin soon after plating. However, initiation of growth may also take years. The unpredictable nature of whisker incubation and subsequent growth is of particular concern to systems requiring long term, reliable operation."1

tinwhiskers03febmar09.jpgWhat Can We Do to Manage Tin Whiskers?

Managing failures caused by tin whiskers is a challenge for maintenance professionals because of its unpredictable nature. Using RCM principles to examine the options for failure management, the problem will unfold something like this:
  • Condition-Based Maintenance - Condition-based maintenance relies on the existence of a usable and reasonably consistent P-F interval. Clearly, from the data available, this is not the case for whiskers and is unlikely to be either applicable or effective.
  • Scheduled Restoration / Discard - Frequencies for restoration or discard rely on an age at which there is a rapid increase in the conditional probability of failure. Although, theoretically, a discard task may be applicable, it is unlikely to be effective and may remove a good circuit board that has no whisker development and replace it with a new one that soon will have. Additional risks of inducing failures due to incorrect installation/ calibration and testing with probes. plus the high proportion of perfectly good equipment that would be scrapped, make this option unlikely to prove viable.
  • Failure-Finding - Failure-finding is associated with hidden failures. Here is a real problem - with no way to tell how a circuit might fail with short circuits induced by tin whiskers, it is difficult to assess the risk of a hidden failure occurring. If the MTBF for tin whisker failures can be established, it should be possible to identify a test interval that will reduce the risk
    to a tolerable level or an expected availability. However, again, we currently lack data
    to make that decision with any confidence. Testing for loss of hidden function will tell us whether the system is functional or not at the time of the test, but nothing more.
  • Default Action-No Scheduled Maintenance -  If we actively reject condition-based, restoration/discard and failure finding tasks, the default decision (except where there are safety and/or environmental consequences) is no scheduled maintenance. Fix it when it
    breaks and live with the consequences. Only you and your organization can decide if this
    is acceptable.
  • Redesign - In the long term, redesign offers the most promise. but at the same time, is most unappealing due to the time, effort and cost involved.
Was It Worth It?

When all is said and done, was it reasonable to go Pb-free? The potential for premature
obsolescence could lead to more devices being discarded and it is still not clear whether
the proposed substitutes are more toxic and waste more energy during production than
the Pb solder they are replacing. There is also some evidence (as yet unsubstantiated)
that Pb does not actually leach from circuit boards, because it doesn't migrate in the
manner that Pb in paint or gasoline does.

What does seem clear is that there are no easy answers. Just because your PLC, pressure
sensor, gas detector etc. was not made in Europe does not mean that the circuit
boards or components that are inside the box were not manufactured with Pb-free solder!
More than 80% of all electronic components are made in Asia, but we impose the specifications on them. The questions we have to ask ourselves are, "What did we specify?"
and "What should we specify in future?"

Remember the Swiss watch making company product recall mentioned earlier that reportedly
cost $1 billion? They were later granted a permanent exemption from the RoHS directive
for its exports within the European Union and were allowed to put Pb back in the solder.

What Can We Do As Reliability Professionals?

  • Research the problem - here are a couple of great websites to get you
    started: -> http://nepp.nasa.gov/WHISKER/ -> http://www.rohsusa.com/
  • Find out where your electronic components are sourced
  • Consider reviewing your procedures for handling and installing circuit boards  
  • Ask questions of your electronic equipment suppliers
  • When you get their response - ask some more questions
  • Make your judgments and manage the risks based on the best information you
    can obtain
Derek spent twenty years working in British Rail as a control and systems engineer.
It was while working in this capacity that he became heavily involved with RCM - an
involvement that has continued for the last 18 years. He left the rail industry in 1997 and moved to the US working as an RCM consultant across a wide range of industries. In 2003 he joined Cargill and, working with Doug Plucknette (Allied Reliability), implemented standards and training for their RCM program. He recently joined a mining company based in Utah as Principal Advisor - Asset Management. He was a founding member of the Institute of Asset Management, a member of the SMRP Standards Committee and gained his CMRP certification in 2000. He is an active member of AMP and has presented papers at numerous conferences on subjects including RCM, Standards Development, Human Error, Change Management and Procedure Based Maintenance. E-mail: derek_burley@mac.

References
1. "Mitigation Strategies for Tin Whiskers"
M. Osterman, CALCE-EPSC, August 28, 2002

http://nepp.nasa.gov/WHISKER/
"Within a whisker of failure" Kurt Jacobsen,
The Guardian, April 3, 2008

"Tin Whiskers: The next Y2K problem?" Ivan
Amato, FORTUNE Magazine, January 10,
2005
http://en.wikipedia.org/wiki/Tin_whiskers
"Metals and Metal Parts: Troubling Tin Tendrils"
Larry Adams, November 1, 2006

"Solders in Electronics: A Life-Cycle Assessment
Summary" EPA-744-S-05-001, August
2005

PrecMaint_Feb_Mar_2009.pdf

Electrical Motor Diagnostics in Hybrid and Electric Vehicles
by Howard W. Penrose, PhD, CMRP


Most of the first automobiles produced in the 19th Century were all-electric. Among other advantages, the primary reason was the amount of instantaneous power and torque provided. However, the batteries limited the distance that the vehicles could travel, which opened the door for the dominance of the combustion engine, which had a much greater range due to the lighter fuel. For the greater part of a century the internal combustion engine (ICE) held on to its dominance, an intricate infrastructure was built around the use of gasoline, and the automotive industry focused on the customer requirements of size and power.

Following the 1973 Oil Embargo on the USA, and the near-forgotten lines at gas stations, a hardy few realized that the flow of oil would not last forever. In addition to alternative fuels, battery and hybrid/electric research was initiated by governments, automotive companies, universities, independent research facilities and individuals in an effort to return to the original concept of an electric vehicle. The first modern production electric vehicle produced was the General Motors EV1, which was first released in 1996 and ran for three years on a lease-only, 3 year, 30,000 mile warranty. With a total population of 2,234 EV1's built at the GM Lansing Craft Centre in Lansing, Michigan, the vehicle was an engineering and marketing evaluation in California and Arizona only. At the end of the run, the EV1 was pulled out of production and almost all vehicles recovered by GM due to problems with expected advancements in battery
technology.


Most automotive manufacturers made the decision to focus on hybrid technology while working towards all electric powertrains, with the exception of Tesla Motors who have focused, and released, all-electric sports cars in the $105,000+ range. One of the first hybrids to market was the Toyota Prius which instilled the concept that a fuel efficient vehicle must be small in order to obtain good mileage and fuel range. General Motors, Ford, and Chrysler focused their primary work related to hybrids on their better selling, more profitable larger vehicles with an assortment of SUVs and pickup trucks now being available and all-electric production vehicles being made available by 2010.

General Motors and Chrysler partnered on the development of the 'heavy hybrid' two-mode transmission, which is the subject of the tests in this article. The transmission, as shown in Figure 1, is in direct line with the combustion engine and contains two powerful electric motors driven by two variable frequency drives under the hood which is supplied by a 300 volt batterypack under the rear passenger seats. In the two-mode full-sized SUVs and trucks, the ICE is: a GM Active Fuel Management Vortec engine; and, a displacement on demand Hemi for Chrysler. The transmissions are 4-speed with the electric motors assisting. This provides for an infinite variation in speeds, resulting in an extremely versatile transmission which, combined with the ability to vary the ICE between 4 and 8 cylinders, increases the fuel efficiency of the vehicles by more than 50%. The 300 volt system operates in both motoring and regeneration mode, meaning that in addition to operating as an electric motor, the machines also act to generate power for the battery and are also used as part of the braking system. The result is an even and very fast braking through the transmission. The combination of increased power over an ICE-only SUV and braking capability that outperforms most passenger vehicles makes for an impressive performance. Because of the additional weight of the hybrid powertrain, many of the components, such as the rear hatch, are aluminum versus steel, which lowers the center of gravity and allows for exceptional handling in all weather conditions.

The challenge at hand: can modern maintenance testing technologies be used to evaluate the electric motors in an electric or hybrid machine? What can they tell us?

Evaluation

Within the challenge was also the challenge of obtaining information from an Electric Signature Analyzer (ESA), or Motor Current Signature Analyzer (MCSA). Because of specific interlocks within the variable frequency drive system in the vehicle, and the fact that we were using an AllAmericanHybrid.com owned vehicle for the experiment, we determined that the best approach would be to take current-only readings. Data would have to be taken while the vehicle was in motion and in hybrid or electric-only mode (less than 15 mph) so we had to decide whether or not we would use a device that required intrusive modifications to the vehicle, namely putting a hole through the firewall. The result was the selection of the ALL-TEST Pro, ATPOL II ESA device which has the unique ability tomotordoc02febmar09.jpg communicate via Bluetooth. This allowed us to mount the data collector under the hood (Figure 2) while an engineer operated a laptop within the truck to take data (Figure 3) and the driver controlled the SUV to keep it at a steady speed and in electric motor mode.

The vehicle used was a 2008 four-wheel drive GM hybrid Tahoe manufactured in March, 2008, in Arlington Texas, using the Baltimore Powertrain (GM/Allison Transmission).

manufactured 2-mode transmission, which is similar to the Allison Transmission, LLC, Indianapolis hybrid bus transmission. For the purpose of the test, all work was performed by SUCCESS by DESIGN personnel at the GM Tech Center in Warren, Michigan. The Tahoe was operated in two-wheel drive mode for the duration of the tests which were performed in drive at 10mph, in reverse at 5mph, and in drive at variable speeds. The vehicle, itself, has been used to evaluate such things as mileage, which has ranged from 19.8mpg to 26.1mpg, depending on driving and weather conditions, and with just over 12,000 miles at the time of this study. Specific data on the components of the transmission were provided to SUCCESS by DESIGN personnel for purposes of evaluation.

Test Results

One of the concerns was whether or not we could obtain data through the shielded cables that led from the drives to the transmission. The other primary concern was what the current data would look like as the motors were inverter-fed. The cables related to the lowspeed motor were identified and a one-thousand amp clamp connected to one lead. As the Tahoe was backed out of the garage it was observed that both concerns were unfounded because we were drawing well over 100 Amps that remained steady on the digital readout. Unfortunately, the ATPOL II does not display the spectra of the motor diagnostics nor allow the operator to watch real-time data and capture just the area of interest, so the testing and data capture was performed and the results provided afterward.

The evaluation required a steady speed at about 10mph for about 1 minute in the forward direction, and then about 5mph in the reverse direction in a remote empty parking lot, then 1 minute at varying speeds back to the garage. The data was analyzed and all involved were impressed with the current and spectral data, which showed virtually no noise as compared to the noise generated in a commercial drive/motor combination.

In the drive mode at 10mph, the results appeared as shown in Figures 4, 5 and 6. In Figure 5, there are line frequency side bands around the line frequency and multiple harmonics of twice line frequency in demodulated current, as shown in Figure 4. Upon review, we were able to determine that these were most likely the other motor in generat-ing mode as the engine was running to charge the batteries. In Figure 6, we were able to determine that there were peaks with line frequency sidebands at a multiple of 60 times running speed. We were able to determine the source and will continue monitoring in order to see if there are any changes associated with age. At an average of 38 amps steady,the harmonic content, as shown in Figure 7, was null.

In reverse at about 5mph, the results appeared as shown in Figures 8 and 9. The current was much higher, drawing over 100 amps during the test, with relatively small variations in speed (5 to 8 mph). The results also showed the same 60 times running speed signature with harmonics. The harmonic current contentwas similar to that in Figure 7.

At varying speeds during the return to the garage, the results were as shown in Figures 10 and 11. The data was much more difficult to evaluate and the harmonic content increased, as shown in Figure 12. This data was much more difficult to analyze and the results were questionable.
motordoc03febmar09.jpg
motordoc04febmar09.jpgConclusion

motordoc05febmar09.jpgThe use of the ESA/MCSA data collector provides an excellent view as to the condition
of the electric motors and transmission in the two-mode hybrid Tahoe. The initial concerns about whether or not data could be collected and in a non-intrusive manner, were resolved through the use of the ATPOL II Bluetooth data collector and the collection of useful data. Challenges, such as the ability to watch real-time data for collection do need to be overcome and the ability to operate the machine at a steady speed either on a dynamometer or flat stretch of road is required. As with industrial machinery, theusefulness of the data for analysis is dependent upon the information provided on the electric machine and the components attached to it. However, we now know that it is feasible for purposes of research and servicing of modern hybrid and electric vehicles.

motordoc07febmar09.jpg motordoc06febmar09.jpgHoward W Penrose, Ph.D., CMRP is the President of SUCCESS by DESIGN Reliability Services and Publishing, President of AllAmericanHybrid.com™, Editor in Chief of the Institute of Electrical and Electronics Engineers, Inc. Dielectrics and Electrical Insulation Society (IEEE-DEIS) Web and eZine, and the Founding Executive Director of the Institute of Electrical Motor Diagnostics, Inc. He is a member of the National Writers Union (UAW Local 1981) and International Federation of Journalists and author of such books as "Physical Asset Management for the Executive - Caution: Do Not Read This on an Airplane," and, "Electrical Motor Diagnostics: 2nd Edition." For more information, please feel free to contact Dr. Penrose at howard@motordoc.com.

MotorTest_Feb_Mar_2009.pdf


Going Rogue

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Rogue Components - Their Effect and Control
by Thomas Carroll

If an asset management program includes repaired, reconditioned or overhauled parts, there is an ever present risk of "rogue" components developing in the population. The compounding negative effect of these aberrant individuals is felt across these facets of the organization:

  • Operational Reliability
  • Asset Management Programs
  • Maintenance Effectiveness
  • Preventive Maintenance Programs
  • Maintenance Support
  • Maintenance Training Programs
  • Component Repair Facility
  • Components Themselves
  • Mechanical System Hardware
  • Operator / OEM Engineering



Rogue Component Definition

A rogue component is defined as an individual repairable component, which repeatedly experiences short in-service periods, manifesting the same mechanical system fault each time it is installed, and when it is removed from the mechanical system, the fault is corrected.

The primary reason a component becomes rogue is because shop repair bench tests do not address 100% of the component's operating functions, characteristics or environment. Interviews with various component Original Equipment Manufacturers (OEM) revealed the bench test coverage is typically about 85% of the component's complete functionality. Even if all the functions were covered, the operating environment of the component when it is installed in the mechanical system is usually quite different than the repair shop, so if a failure is dependent upon a particular in-service environmental condition, it is unlikely that it will be duplicated during testing.

Additionally, the bench test is crafted to identify anticipated failures - focused on things that are expected to fail. For instance, it would not make sense to check all the screws or electrical ground straps each time the component comes into the shop, since the chance of failure for those pieces is practically zero and the cost of performing such extensive testing during each shop visit would be exorbitant.

When a component experiences a failure that was unaddressed or unanticipated by the shop testing procedures, a rogue is born. Since every test that is performed misses that specific aspect of the component's functionality, the fault will never be identified and resolved.


"Natural Selection" Phenomenon

There is a Darwinian-like "natural selection" process that ensures the rogue components are placed in the most disadvantageous position in the asset management program. The following depictions demonstrate the mechanics of this phenomenon.

Figure 1 shows a pristine condition where the component spare inventory and the in-service population are comprised of serviceable (Good) components that function as designed and expected (the In-Service Population shown in the diagram is a small representation of the general population). There are no rogue components yet.




maintmgmt_02febmar09.jpg



In this situation, the asset management process will follow all the applied models. As a part fails in service, it is removed and replaced with a good part from the spare inventory. The component repair facility duplicates the problem with the failed unit, repairs it and returns it to the spare inventory. The "natural selection" phenomenon begins when a rogue component develops as shown in Figure 2.



maintmgmt_03febmar09.jpg

When one of the in-service components develops a rogue failure, it is removed and sent to the repair facility. Since the failure is not addressed by the standard bench test or overhaul procedure, it is not duplicated and resolved. It checks normally, scoring a "No Fault Found" (NFF) and returns to the spare inventory as depicted by Figure 3.





maintmgmt_04febmar09.jpg


As long as the in-service population operates normally, the rogue component will remain in the spare inventory. This rogue failure can begin to proliferate when the next in-service component 'goes rogue', as illustrated by Figure 4.







maintmgmt_05febmar09.jpg

This new rogue component is also removed from service and sent to the repair facility, and, like the first rogue component, it is also NFF and returned to the spare inventory, as shown in Figure 5.







maintmgmt_06febmar09.jpg
Through the "natural selection" process, only 50% of the spare inventory is comprised of truly serviceable components. Again, as long as the in-service population continues to operate normally, the new rogue component will simply join the first in the spare inventory. However, if the rogue failure is not recognized and resolved, Figure 6 demonstrates how the spare inventory can be severely compromised when another in-service component develops that unique failure.

maintmgmt_07febmar09.jpg

Like the other rogue components, when this new one is removed from service and sent to the repair facility, it scores NFF and returns to the spare inventory as shown in Figure 7.


Though the rogue components make up a very small part of the total component has ensured that they are sorted out to the most disadvantageous place in the asset management process - the spare inventory. In Figure 7, they have comprised 75% of the spare inventory. There are documented cases where the entire spare inventory had been replaced by rogue components.


Rogue Component Effect

As mentioned earlier, there are a number of facets of the organization that are affected by the development of rogue components. To illustrate the impact on Maintenance Effectiveness, the following scenario describes a real-life event:


"Real Life" Case in Point:
There is a system that allows air to be ventedto the atmosphere, comprised of an electromechanical control unit, sensing units A through C, a control feedback sensor and the vent valve. A system malfunction occurred that caused the vent valve to intermittently lock up in mid-position during high operational demands. The maintenance technicians could not duplicate the fault, so they replaced the control unit as it was the most likely part that could cause this problem.

The problem repeated. Since the control unit did not resolve the problem, the vent valve was replaced, which required considerable system down time and maintenance resources.

Now when the system operated during high demand periods, the valve intermittently modulated open and closed, when it should remain in a fixed position. Again, the problem could not be duplicated and since this new issue surfaced immediately after the installation of the valve, it was replaced again in the assumption that it was defective from stock. The system was down again for a considerable amount of time during this second replacement. The modulation problem repeated.

Next, the control feedback sensor was replaced and again the problem repeated. It was suspected that there could be an intermittent fault in the interconnecting wiring, which might have been caused when the valve was replaced. Several maintenance technicians spent many hours checking the wiring for faults, finding no problems.

maintmgmt_08febmar09.jpg
As a desperate measure, the control unit was replaced again. From that point on, the system operated normally throughout all operational demands.


Root Cause Analysis

The root cause of the initial system malfunction (when the valve would stop during operation) was a faulty vent valve. The control unit that was first installed was a rogue component, which caused the valve to intermittently modulate during high operational demands. However, this rogue failure would not manifest itself until a serviceable valve was installed, since the faulty valve would lock up during operation, preventing the modulation from occurring.

This type of compound problem does not happen all the time. Usually a rogue component causes the original problem to continue until it is resolved after multiple replacements of the same part, when a "good" part is finally pulled from the spare inventory.

To illustrate an effect on Asset Management, the following describes a real-life event:


"Real Life" Case in Point:

An aircraft operator had a fleet of 40 aircraft, each having an autopilot system comprised of a control panel, pitch computer, roll computer, air data sensor and a number of servo motors and sensors. In order to minimize aircraft down time, it was determined that 6 pitch computers were needed as on-hand spare inventory.

Over time, the fleet began to experience  an increasing number of pitch related complaints and the spare pitch computer inventory was reduced to zero on a number of occasions. More computers were procured to accommodate the increasing demand. This chain of events repeated over a number of years until there were ultimately 28 spare computers to support the 40 aircraft that were in service.


Root Cause Analysis

The root cause of the inordinate amount of spare inventory that had accumulated was that a substantial amount of rogue components had developed. After a thorough analysis of the pitch computer population, it was discovered that 20 of the 28 spare computers were rogue. This caused the high replacement activity that would quickly decimate the inventory when an aircraft experienced a pitch related autopilot complaint.

Once the rogue components were identified and resolved, it was possible to surplus 20 of the spares. Each computer cost approximately $12,000 (US), so the cost of acquiring the excess inventory totaled around $240,000 (US). Of course, when components are sold on the surplus market, only a small fraction of the initial outlay is recovered.


Rogue Component Control

Given the fact that rogue components will develop, what can be done? The first step is to develop a good record keeping process, capturing maintenance events and tracking components by part and serial number.

Then a rogue component surveillance program needs to be developed, that will flag individual parts by serial number that experience repeated consecutive short in-service periods.

Once the program identifies potential rogue components, the next step is to separate them from those that appear to be fully functional. A review of the system maintenance records will show a bona fide rogue component has manifested the same system fault each time it is installed and the problem is resolved when that specific serial number is removed from service.

The final step is to provide the OEM with the in-service data pertaining to the rogue component, so the shop test can be amplified to identify that particular failure when components are returned for repair in the future.


Conclusion

If the asset management program utilizes repaired, reconditioned or overhauled components, it is inevitable that rogue components will develop. Their negative impact will ripple across many facets of the organization. If that unique component failure is not identified and resolved, the rogue population will continue to grow, compounding the negative effect.

Detailed record keeping will provide the foundation for building a comprehensive rogue component identification and control program. In addition to minimizing their effect across the organization, this program will also be the catalyst for improving the effectiveness of various optimization initiatives, such as Six Sigma, Lean, Lean Six Sigma, and the like. Rogue components have also proven to be a significant contributing factor in causing those initiatives to fall short of expectations - but since they are so well hidden, everything else takes the beating.

Thomas Carroll has been involved with aviation maintenance since 1972, where he served seven years in the USAF as an Avionics Instrument Systems Specialist. After that he joined US Airways, working in the Instrument Shop and the Avionics Maintenance Control department. He was the first Component Reliability Engineer in the company, and then was promoted to Manager of Reliability Engineering, where he overhauled all the existing reliability programs and processes. He established the reliability program at NetJets, Inc. and is currently serving as Director of Maintenance Technical Services. He has spoken on the subject of component reliability and performance measurement at industry meetings and conferences, written articles for several publications, and conducted training classes at OEM component repair facilities and aircraft manufacturing sites.

MaintMgmt_Feb_Mar_2009.pdf

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