Archive | Maintenance


1:12 am
January 18, 2017
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IDCON Grows Latin American Footprint with New Alliance Partner

Christer Idhammar, founder of IDCON INC., discusses his company's approach to maintenance maintenance productivity.

Christer Idhammar, founder of IDCON Inc., presents on his company’s approach to enhancing maintenance productivity.

IDCON Inc. (Raleigh, NC) has entered into a Latin American Alliance with the Cumbria Management and Projects group (Santiago, Chile). Terms of the agreement call for the two organizations to use IDCON’s philosophy, methodology, and documentation in providing professional services and training in the areas of reliability, maintenance, and asset management, for industrial clients across South America.

The newly established Latin American Alliance between IDCON and Cumbria will include Chile, Peru, Brazil, Argentina, Bolivia, Paraguay, Uruguay, Ecuador, Colombia, Guyana, Venezuela, Suriname, and French Guyana.

Screen Shot 2017-01-17 at 6.35.03 PMIDCON, which already has strategic alliances in Canada, Europe, Russia, Asia, and Australia to service its clients, provides management consulting in all sectors of the processing and manufacturing industries to reduce the overall cost of production through improved maintenance work management. All of these services are based on IDCON’s “Results Oriented Reliability and Maintenance (RORM)” approach that the company has developed over the years, through extensive project experience.

Screen Shot 2017-01-17 at 6.26.21 PMCumbria is in the business of providing professional services in Business Management, Project Management, Change Management, Organizational Development and Continuous Improvement Processes. Cumbria’s IDCON Alliance Brand names include “Cumbria an IDCON Alliance Partner” and/or “Cumbria e IDCON Avocados.”


9:40 pm
January 13, 2017
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Properly Align Variable-, Fixed-Pitch Sheaves

Aligning sheaves on equipment with multiple V-belts is more complex than aligning them on machines designed with single belts.

Aligning sheaves on equipment with multiple V-belts is more complex than aligning them on machines designed with single belts.

Variable-pitch sheaves are frequently used in air handlers. According to a blog post by Stan Riddle of VibrAlign (Richmond, VA,, they allow design engineers to increase or decrease the speed of the driven machine and, thus, provide:

• changes in motor amp draw to maximize efficiency

• increased or decreased static pressure and air flow.

Normally, a design engineer will specify the use of a variable-pitch sheave on the driver and a fixed-pitch sheave on the driven machine.

Performed on a single-belt machine, proper sheave alignment is simple, if a good sheave-alignment tool is used. When multiple belts are used, as they often are, proper sheave alignment can become more complex. A variable-pitch sheave can be adjusted to increase/decrease the sheave diameter. However, doing so also changes the sheave width, depending on the adjustment.

In his post, Riddle referred to a customer who was attempting to perform a sheave alignment on an air handler. The unit’s motor had a variable-pitch sheave, but the fan sheave was fixed. The customer stated that he could align one belt, but not the other.

As Riddle described it, the customer was struggling because the width of the fixed-diameter sheave was 1 5/8 in., but the width of the variable-pitch sheave was 2 3/8 in. Consequently, only one set of grooves could be aligned, meaning the other was out of alignment.

The key to properly aligning a variable-pitch sheave to a fixed-pitch sheave on equipment with multiple V-belts is to split the difference between the diameter widths of the two sheaves. In this example, splitting the difference between sheave-diameter widths of 2 3/8 in. and 1 5/8 in. would result in a 3/8-in. offset at each groove.

The key to properly aligning a variable-pitch sheave to a fixed-pitch sheave on equipment with multiple V-belts is to split the difference between the diameter widths of the two sheaves. In this example, splitting the difference between sheave-diameter widths of 2 3/8 in. and 1 5/8 in. would result in a 3/8-in. offset at each groove.

The solution

Riddle wrote that the solution to the customer’s problem was simply to split the difference between the width of the two sheave diameters, as shown in the following equation:

2 3/8 in. – 1 5/8 in. = 3/4 in. ÷ 2 = 3/8 in. offset on each groove

randmRiddle also noted that it’s important to keep in mind this approach will probably not align the components sufficiently to eliminate sheave and belt wear. In fact, such wear can’t be eliminated. Still, when it comes to aligning multiple V-belts on an equipment system, splitting the difference between the diameter width of a variable-pitch sheave and that of a fixed-pitch sheave to which it is aligned will make the belts wear evenly.

Variable-pitch sheaves are normally used to balance a system and achieve proper static pressure and speed. When that’s determined, according to Riddle, the variable-pitch sheave should be replaced with a fixed-pitch sheave of the proper diameter to match the desired speed and pressure. Once both sheaves are fixed-pitch, proper alignment can be achieved. MT

—Jane Alexander, Managing Editor

Stan Riddle, a technical trainer for VibraAlign, has spent more than 36 years aligning industrial machinery. For more information from him and other technical experts with the company, visit


9:30 pm
January 13, 2017
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On The Floor: 2016 Regrets, 2017 Hopes

This month, the MT reader panelists share their 2016 regrets and the plans they have for 2017 success.

This month, the MT reader panelists share their 2016 regrets and the plans they have for 2017 success.

It’s that time again, when most of us make an effort to seriously consider what we didn’t get done in the past year and what we’re bound and determined to get done in the new one.  That also includes mulling over regrets and hopes in our work lives—which is what we wanted our MT Panelists to do this month. We asked them two questions:

• What were their (or their clients’/customers’) biggest work-related regrets of 2016 and why?

• What were their (or their clients’/customers’) greatest work-related hopes for 2017 and why?

Here, edited for brevity and clarity, are the responses we received.

Plant Engineer, Institutional Facilities, Midwest…

REGRETS: A major project that began in 2015 was halted with less than half of the work done, causing many problems in the first few months of 2016. The project was restarted, then stopped again before completion, leading to problems in the entire building as a result of cold, rainy, and hot weather conditions.

Most of our key problems stem from [issues with] the state budget. As a result, training is only done in house, with employees as instructors, and parts are ordered only as needed. We try our best to make repairs and perform maintenance with what we have on hand. Although we’ve been under a hiring freeze for more than a year, we still lose employees, making us even more shorthanded.

HOPES: Fixing the state budget would, hopefully, start getting us back to normal, but that could take years. Other hopes for 2017 include solving problems we’ve put on hold due to lack of funds; making upgrades so we can operate better if something goes wrong with the budget again; getting breakdown maintenance back to a more preventive type; entering all of our main equipment into a computerized management system; and having trend logs to help monitor problems and reduce energy use campus wide.

We’re also hoping our past problems will help management understand the importance of only starting totally funded projects and that dividing large projects into two or three phases could keep from leaving a building at risk. This approach alone would have saved all the money we spent on damage done by completing only part of a project.

Maintenance Leader, Discrete Mfg., Midwest…

REGRETS: I really can’t think of any regrets. The main reason being that, despite having struggled with our PMs in the past, our preventive maintenance and reliability projects are showing improvements. The numbers associated with proactive versus reactive work are starting to flip flop (definitely trending in the right direction). The team bought into a new that approach management offered and finally took ownership.

Our maintenance team has been together for a couple years and members work well with each other and are sharing knowledge. Training has also been occurring more than in the past.

HOPES: My hope for 2017 is to keep the system that we now have in place. It’s working well and showing improvements.

Industry Consultant, West…

REGRETS: Among my clients, the biggest regret seems to be PM/PdM (preventive/predictive-maintenance) compliance: not doing what they planned to do to prevent breakdowns. Measuring and publicizing the shortcomings have not corrected the issue. The PMs/PdMs have not been elevated enough on the radar to make them a priority.  Frequently, the Root Cause Analysis of repeat failures points back to incomplete or ignored preventive maintenance.

HOPES: My largest client is hopeful about a maintenance-worker-effectiveness study that it’s undertaking to help understand why productivity is dropping year after year. Although the organization has increased training and invested in maintenance employees, the returns haven’t been realized.

Technical Supervisor, Public Utility, West…

REGRETS: No real regrets. Staff training was very successful for 2016, and there were no issues with any other CBM (condition-based maintenance] projects. We filled a vacancy and purchased new handheld vibration equipment. We’re also in the process of upgrading our main GSU transformer partial-discharge, bushing-monitoring system with new acoustic monitors.

HOPES: [We hope to] continue technical and operations training for new staff. Changing dynamics in our state’s power industry, due to the ongoing addition of residential-, commercial- and utility-grade renewable-energy (wind and solar) projects, is depressing prices paid for power generation.

Being able to ramp up and down to back up the renewables is quite valuable. The depressed pricing is making gas-fired-combustion turbine plants un-cost-effective.

Maintenance & Reliability Specialist,
Engineering Services, South…

REGRETS: We had more to be grateful for than we had regrets, but we did need training on an upgrade to one of our software programs that we weren’t able to obtain. This means we will be behind the learning curve when the new upgrade is implemented, which, of course, means it will take us longer to get the most out of the software.

HOPES: One of our biggest hopes for 2017 is the potential to share our on-line CBM (condition-based-monitoring) program with other groups across the enterprise. We want to leverage our enterprise-level packages and lessons learned with several other groups in an effort to cost share and allow consistency across the core.

Industry Consultant, Northeast…

REGRETS: With regard to my clients, one of my biggest 2016 regrets was the same as the year before. Specifically, I’ve been working with a medium-sized company that has slowly been going downhill. It’s basically selling a commodity item and, since I don’t work with the sales side of the organization, I can’t comment on that aspect of its operations.

What I do see, however, is the manufacturing side of the organization, where, regrettably, capital expenditures and skilled personnel are continuing to be cut under the direction of a president who is a great cheerleader, but never seems to get out of his office.   

HOPES: I’m quite hopeful, though, for another client: a successful manufacturing organization, about the same size as the first, where the president actually has an office on the manufacturing floor. This business is growing, partly because of an aggressive sales organization that, like my other client, is selling a commodity item, but also because the company has been able to separate itself from the pack by emphasizing quality at a competitive cost. Trying to keep that momentum going, this client has recently been working on a product-reliability improvement program involving just about everyone in the plant, including engineering, customer relations, the production group leaders, etc.

Sr. Facilities Engineer, Discrete Mfg., Southeast…

REGRETS: My biggest disappointment of 2016 is the lack of initiative toward new projects of products.  Status quo will get us nowhere.

HOPES: My biggest hope for the coming year is for success in our TPM initiatives and a successful migration into our new CMMS system.  Both are going to take a lot of cooperation from multiple groups.

The impact of politics

It’s worth noting that only one Panelist pointed to the possible impact that the recent election could have had on regrets and hopes of reliability and maintenance professionals. An industry supplier from the Midwest, he suggested that the development of many 2017 plant budgets might have been put off until the results were in. 

“There’s a ‘buzz’ in the air,” he wrote, “as people are optimistic about 2017 and beyond, right now, but waiting for the presidential switch. Many plants that were idled are coming online, and we’re seeing monies being spent to bring equipment back from [the effects of] lackluster maintenance budgeting or operations that were being run by spreadsheets and not by reliability requirements.”

“Seems like a positive movement,” he opined, “but time will tell once we see January hit.” As he explained, he’s not seen a lot of changes or new implementations of late, “but more just trying to take equipment in dire need of upgrades or maintenance and finally allocating funds for those repairs.” MT

(EDITOR’s NOTE: This post is a slightly  expanded version of the Dec. 2016 print version of “On the Floor.”)

About the MT Reader Panel

The Maintenance Technology Reader Panel includes approximately 100 working industrial-maintenance practitioners and consultants who have volunteered to answer monthly questions prepared by our editorial staff. Panelist identities are not revealed and their responses are not necessarily projectable. Note that our panel welcomes new members. To be considered, email your name and contact information to with “Reader Panel” in the subject line. All panelists are automatically included in an annual cash-prize drawing after one year of active participation.


9:27 pm
January 13, 2017
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Improve Your Chemical-Pump Maintenance

Maintenance missteps in chemical-pumping applications can be catastrophic.

Maintenance missteps in chemical-pumping applications can be catastrophic.

Regardless of the industry, in chemical-pumping applications, it’s important to understand how the chemical reacts to heat, pressure, and flow. Just as crucial is the need to consider all system components in these applications. One maintenance misstep could be catastrophic.

Jim Raiders, senior technology engineer for Akzo Nobel Pulp and Performance Chemicals Inc., Chicago, offered the following advice for keeping chemical-processing pumps well maintained and reliable. MT

—Michelle Segrest, Contributing Editor

Common maintenance issues and solutions

• Wet-side seal integrity. Select materials and pump designs that offer improved hydraulic flow and the ability to prevent wet-area wear.

• Lubrication. Improve pump-sealing techniques to allow a wide range of operating conditions, without losing containment.

• Cavitation/inadequate flow conditions. Use self-contained lubrication systems and isolate the lubrication systems from process-chemical exposure.

• Corrosion. Use self-contained relief devices on positive-displacement pumps.

• Motor failure. Make better material selections, i.e., opt for quality materials instead of low-cost units.

• Improper mounting of pumps that creates secondary vibration nodes leading to pumping-system damage. Choose motors with improved insulation, bearings, and fan designs.

randmImportant preventive-maintenance steps

Regular inspections

Flow verifications

Vibration analysis and baselining

Power usage/thermal image baselining

Consideration of improved pump location in the process area.

Maintenance best practices

Use double mechanical seals with seal-guard monitoring for rotating pumps.

Place dosing pumps in a containment area to keep them protected from spills and sprays.

Place covers on rotating units for protection from processes.

Use power-line monitoring for loading indication of motor/pump wear.

Mount equipment properly with anchoring, grouting, and grounding.

Locate pumps in well-lit areas, if possible, for ease of monitoring.

Helpful tools

Vibration analysis

Offline and installed monitors

Thermal imaging

Process flow monitoring

CIP (clean-in-place) systems for automated cleaning when systems are offline.

For information about Akzo Nobel chemical-processing products and services, visit


8:12 pm
January 13, 2017
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Cooling Upgrade Increases Efficiency

QTS Realty Trust Inc. owns, operates, or manages data centers and supports more than 1,000 customers. Upgrading fans and controls at one facility through Vertiv (Emerson Network Power) improved efficiency and reduced operating costs.

QTS Realty Trust Inc. owns, operates, or manages data centers and supports more than 1,000 customers. Upgrading fans and controls at one facility through Vertiv (Emerson Network Power) improved efficiency and reduced operating costs.

Variable-speed technology and intelligent controls combine to reduce data-center operating expense.

There are several reasons to consider upgrading your data center’s thermal-management system, including improving capacity management, deferring capital costs, and promoting environmental responsibility. You may simply want to improve energy efficiency and reduce operating costs. In a typical data center, cooling accounts for approximately 38% of total energy consumption.

Regardless of your specific goal, if thermal-system upgrades are on your mind, you are not alone. A recent survey of information technology (IT), facilities, and data center managers in the United States and Canada found that 40% of data centers have been upgraded in the past five years. Twenty percent are in the process of upgrading, and more than 30% would be upgraded in the next 12 months.

Why the surge in thermal-upgrade projects? There is continuous pursuit for higher equipment reliability, greater energy efficiency, additional capacity, and greater insight into performance. What can’t be overlooked is the fast return on investment (ROI) achieved by those who have recently upgraded. One such company is QTS Realty Trust Inc., headquartered in Overland Park, KS. The company owns, operates, or manages 24 data centers and supports more than 1,000 customers with its data-center solutions.

QTS has experienced significant growth over the past 10 years, going from owning a single data center in 2005 to a coast-to-coast portfolio of 12 centers encompassing more than 4.7 million sq. ft. To ensure continued provision of leading-edge services and optimal performance from its newly acquired Sacramento, CA, facility, the company required improved cooling-system efficiency and greater visibility into system performance. An upgrade of fans and controls, using the latest in cooling technology, was warranted to maintain cooling stability, improve efficiency, and reduce costs.

The aim was to generate enough cost savings to yield a full ROI in 2 1/2 yr. At the same time, the company also wanted advanced monitoring capabilities to continue best-practice data-center management.


The need for improved system visibility that would allow QTS to provide its customers with more uniform cooling, coupled with the desire for cost savings generated from improved energy efficiency, led the company to upgrade the Sacramento facility. Experiencing a very common energy-efficiency challenge in its data center, employees found that the legacy cooling systems were providing more airflow than was required in one area, while another had a deficit. Installing electrically commutated (EC) fan technology from Emerson Network Power, which is now known as Vertiv (Columbus, OH, into 64 cooling units would allow cooling adjustments based on load requirements.

Management sought to partner with a company that could complete the project within a fixed five-week timeline with limited use of QTS resources and manpower. Another key challenge was that only a certain number of units could be off at any one time to maintain the level of redundancy required. This stipulation called for careful planning and coordination to ensure the project could be completed within the parameters specified. QTS also wanted to ensure their upgrade was performed by a service provider that had experience configuring the latest technology for business-critical data centers. As the original equipment manufacturer (OEM), Emerson Network Power’s Liebert Services, now part of Vertiv, was chosen to ensure high-quality parts and installation from factory-trained technicians.

Originally electing to only install EC plug fans, QTS management quickly realized it was missing the opportunity to optimize the cooling system for maximum efficiency benefits. Company leaders determined it could better achieve its stability and visibility goals through the addition of the Liebert iCOM control system, which enabled under-floor pressure control through building-management-system (BMS) integration. Wireless sensors were also installed to monitor cooling improvements.

This more holistic approach gave the company added flexibility through multiple configurations inherent to the controls that balance loading in the space. These configurations include control by wireless and remote temperature sensors, advanced supervisory control, or BMS control. QTS now has the option to coordinate fans, perform auto-tuning, and customize staging or sequencing whenever it is needed to further improve energy efficiency, availability, and flexibility.

System configurations include control by wireless and remote temperature sensors, advanced supervisory control, or BMS control. The project was performed within an operating data center and completed on time.

System configurations include control by wireless and remote temperature sensors, advanced supervisory control, or BMS control. The project was performed within an operating data center and completed on time.


The entire thermal-system upgrade project, performed within an operating data center, was completed on time without any negative impact on the company or its customers. As a result of the upgrade, QTS earned a $150,000 rebate from the Sacramento Municipal Utility District and initially saved $12,000 a month in energy costs. Additional savings are expected from continued optimization.

In addition to the obvious financial benefits, QTS accomplished the following with its thermal-system upgrade:

• Reduced its carbon footprint with more than 75% immediate reduction in the energy consumption using Liebert thermal-management units

• Improved Power Usage Effectiveness (PUE) by 0.16

• Provided better intelligence to BMS for improved visibility

• Improved uniformity of under-floor static pressure, allowing adjustment of air flow to match equipment loads by changing floor tiles

• Eliminated air leakage through cooling units that were previously off or in standby using the control’s proprietary virtual damper

• Exceeded minimum ROI estimates by 40% and achieved targeted savings sooner than budgeted

• Maximized free cooling through improved unit airflow and cooling control.

According to QTS western region vice president Ken Elkington, the results of the upgrade far exceeded his expectations. “We took amp draw measurements on the existing fans. As soon as we placed the first new EC plug fan into a unit, even at 100 percent speed, the power consumption dropped 30 percent,” he said. “We were very excited to see that result, but then it got even better. By varying the fan speed to match the load in the zone, the power consumption dropped another 33 percent, and we are now experiencing higher-than-expected energy savings.” MT

For more information, visit


8:05 pm
January 13, 2017
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What’s Three Minutes of Motor Testing Worth?

Personnel at the motor-distributor’s service center used an AT5 to perform a de-energized, non-destructive motor-circuit-analysis test on the hospital’s failed motor. This type of analysis evaluates the condition of electric-motor connections, stator, and rotor.

Personnel at the motor-distributor’s service center used an AT5 to perform a de-energized, non-destructive motor-circuit-analysis test on the hospital’s failed motor. This type of analysis evaluates the condition of electric-motor connections, stator, and rotor.

A non-destructive technique offered payback by determining the root cause of a critical, repeatedly failing hospital motor.

A motor distributor in The Netherlands provided a 17-kW, 400-V motor to a local hospital in 2015. The hospital rented a portable crane to install the motor on the roof, where it was used to operate a fan. In the spring of 2016, the motor suddenly failed.


When the motor first stopped running, the hospital’s maintenance technician had reset the unit’s variable-frequency drive (VFD). Although the motor restarted, the VFD shut it down once again.

The technician then performed an insulation-to-ground test and determined the motor winding wasn’t shorted to ground. Using a digital multimeter, he measured phase resistance and learned the phases weren’t open. Since the motor testing tools indicated a “good” motor, a decision was made to replace the VFD.

After the new VFD was installed, the motor started, but, much to the technician’s chagrin, didn’t continue running. It was at this point that the hospital reached out to the motor distributor, which promptly dispatched a technician from its service center to test the motor.

The service-center technician used a meg-ohm meter and DMM to determine that the motor wasn’t grounded and the phases weren’t open—the same as the previous findings by the hospital’s maintenance technician. Given these results, the decision was made to replace the motor. The new unit started and operated normally, confirming the new VFD was working as intended. The “suspect” motor was sent to the distributor’s service center for a more thorough inspection.

This figure shows the stator and rotor signatures from the motor-circuit analysis report, with phases listed at the top of the image.

Fig. 1. This figure shows the stator and rotor signatures from the motor-circuit analysis report, with phases listed at the top of the image.


At the service center, personnel used an All-Test Pro 5 (AT5) to perform a de-energized, non-destructive motor-circuit analysis (MCA) test on the failed unit. This type of test evaluates the condition of motor connections, stator, and rotor.

Using the AT5, connections were made to the three phases of the motor and a static test was performed. Next, the motor shaft was manually moved during the dynamic portion of the three-phase test. At the end of the test the instrument indicated the results shown in Fig. 1. This testing made it clear phase 2-1 (shown as “21” in the figure) had the problem.

Lessons learned

Owners/operators can reduce maintenance costs. A 17-kW, 400-V motor is not expensive, but when it is mounted on a roof and the owner has to rent a crane to lift that motor for installation and removal, the owner’s maintenance cost can become quite high. Had the hospital’s maintenance team used an effective motor-circuit-analysis device, they would have discovered that the motor was the bad actor, not the VFD. Many hours and dollars were wasted by ordering and installing a new VFD that had not been the true cause of the problem.

Distributors and suppliers can improve quality assurance. Motor distributors and suppliers should implement an additional quality-control measure prior to delivering new or off-the-shelf motors to their customers. Spending a few minutes to check the condition of motors will help distributors and suppliers avoid warranty issues and increase customer satisfaction. MT

To learn more about motor-testing tools and techniques from All-Test Pro (Old Saybrook, CT), visit


9:54 pm
January 10, 2017
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HYTORC Adds Battery-Powered ‘LION GUN’ to Bolting-System Lineup

screen-shot-2017-01-10-at-2-28-00-pmHYTORC (Mahwah, NJ) has announced the addition of the LION-.25 lithium-ion battery-powered torque gun to its lineup of industrial-bolting solutions. Also referred to as the “LION Gun,” the newly released tool is said to be first-ever consumer product from the company. Lightweight (7 lbs. with battery) and portable (with no attachments to hoses, cords, or compressors), it incorporates technology that keeps the unit free of loud noise and high vibrations that can lead to long-term health issues for users.

How It Works
Characterized by the manufacturer as ”the world’s first affordable precision-bolting system with built-in data recording.” the 18-volt, 4.1 ampere-hour  LION Gun is designed for applications with bolt diameters of 3/8 in. to 3/4 in. and the need for 25 to 250 foot/pounds (ft/lbs) of torque.

  • The user simply sets the desired torque output on the tool’s display and pulls the trigger to obtain fast, precise, repeatable torque without excessive noise or vibration.
  • The rotation angle can also be programmed for simple torque and angle bolting.
  • After tightening, the tool automatically releases for fast movement from nut to nut.

Once a bolting application is complete, the LION Gun can be connected to a PC or tablet to export the recorded data into an Excel-friendly format for reporting, storage, or additional analysis.

HYTORC notes that its LION Gun, for which there are hundreds of available accessories, is well suited for use in the aerospace, agriculture, aviation, marine, military, railroad, transportation maintenance, turbine, and utilities sectors.

For more information on the LION-.25 lithium-battery-powered torque gun (AKA “LION Gun”), CLICK HERE.


4:34 pm
January 10, 2017
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Fluke Introduces Online Motor and Drive Troubleshooting Course

screen-shot-2017-01-10-at-10-16-13-amFluke Corp. (Everett, WA) has announced the availability of an online Motor and Drive Troubleshooting Course. Developed, like other Fluke training offerings, by the company’s subject matter experts, this learning option is designed for maintenance professionals who have a working understanding of motor-drive systems. The goal is to help participants gain practical diagnostic skills needed to better understand motor/drive system health and improve equipment reliability, including, specifically:

  • How to improve motor/drive inspection and diagnostic skills for quick repairs
  • How to evaluate component failure, installation issues, and deeper system-level issues
  • How to identify the root cause of failures

The Fluke Motor and Drive Troubleshooting Course is divided into three modules that can be taken separately or as a package. They include:

  • Module 1: How to assess erratic problems in motor-drive systems
  • Module 2: How to assess repeat problems in motor-drive systems
  • Module 3: How to prevent motor-drive problems from recurring

According to Fluke, while the three modules work best when taken together in sequence, participants are welcome to select only those that interest them.

Individual 1 ½-hr. modules are priced at $110 each. The full 4-hr. course is offered for $300. Participants who complete the full course (all three modules) and pass the final test will receive a certificate of completion.

For more information, CLICK HERE.