Archive | Preventive Maintenance

32

3:43 pm
August 14, 2017
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It’s Time to Inspect Your Steam Traps

Any steam system can leak, and any trap can potentially waste steam. Properly performed, well-planned, routine system inspections are crucial.

Any steam system can leak, and any trap can potentially waste steam. Properly performed, well-planned, routine system inspections are crucial.

Savvy maintenance teams are consistent and persistent in following a protocol that monitors plant steam systems. According to a Steam Trap Inspection Guide from UE Systems (Elmsford, NY) these systems should be inspected routinely—and for good reason: Faulty steam traps not only waste energy, they can contribute to pipe erosion, negatively affect product quality in various processes, and even play a role in environmental pollution.

To be clear, the frequency of steam-trap inspections is often determined by application. For example, steam systems used just for facility comfort, i.e. heating, are usually inspected annually (in the fall), while those associated with production operations might be inspected biannually or quarterly, depending on the impact of steam on the process.

Ultrasonic inspections

Ultrasonic testers translate the high-frequency emissions of a trap down into the audible range where they are heard through headphones and seen as intensity increments on a meter. Some units have frequency tuning to filter out additional signals and to tune into the sounds of steam and condensate while others have on-board recording and data logging.

Although there are a variety of trap designs, for purposes of inspection, there are basically two main types: continuous flow and intermittent (on/off). Each type has its own unique pattern. It’s important to listen to a number of traps to determine a “normal” operation in a particular situation before proceeding with a survey. Generally, when checking a trap ultrasonically, a continuous rushing sound will be the key indicator of live steam passing through.

randmThe most common method for ultrasonically testing a steam trap is to touch it on the downstream side. The technician should then adjust the sensitivity to the point where the trap sounds are capable of being heard. This is usually a setting at which the meter’s intensity indicator is in a mid-line position. Adjusting the sensitivity to levels that are either too low or too high will make the trap sounds difficult to hear. If frequency tuning is available on the instrument, choose 25 kHz.

Important considerations

• Since ultrasonic testing of steam traps is a positive test, it provides results in real time. The main advantage of this technique is that it isolates the tested area by eliminating confusing background noises. Personnel, in turn, can quickly adjust to recognizing differences among various traps.

• While performing a steam-trap survey, it’s important to note specific trap conditions on a chart. Every trap should have a tag with a corresponding identification code. Poorly operating units should be documented in a non-compliance report and follow-up procedures planned. Be sure to include digital photographs of traps. These reports should reference items such as trap number, condition, and date of repair.

• As part of a quality-assurance procedure, all repaired traps should be scheduled for re-test. A comprehensive report describing the results of a steam-trap survey is recommended. This report should include items such as the number of traps tested, the number found in good condition, and the number of faulty ones. A cost analysis indicating the gross amount of savings, repair costs, and net savings associated with the survey should also be included.

Keep in mind

Any steam system can leak, and any trap can potentially waste steam. If performed properly, a routine, planned program of steam-trap inspection and repair can continually pay for itself and contribute to a company’s bottom line in terms of productivity, quality, and energy savings. MT

For information and registration details regarding UE Systems’ September 2017 webinar series on steam-system inspections, email Adrian Messer at adrianm@uesystems.com, or telephone 914-282-3504.

143

1:18 pm
August 14, 2017
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Reliable Security Depends on Reliable Operations

Y-12 is the only site in the Nuclear Security Enterprise that can produce lithium materials. Replacement of the lithium operations is anticipated in the mid- to late-2020s.

Y-12 is the only site in the Nuclear Security Enterprise that can produce lithium materials. Replacement of the lithium operations is anticipated in the mid- to late-2020s.

A focus on PM optimization, culture change, sustainable processes, and employee empowerment drives reliability efforts at the Y-12 National Security Complex mini city.

By Michelle Segrest, Contributing Editor

Spanning 2.5 miles between its east and west boundaries, the 74-yr.-old Y-12 National Security Complex is a “mini city” inside the city of Oak Ridge, TN. Within its secure borders, are 379 buildings of manufacturing, production, laboratory, support, and research and development areas managed by Consolidated Nuclear Security LLC (CNS) under contract for the National Nuclear Security Administration (NNSA).

Y-12 also includes its own armed security force, fire department, steam plant, medical facility, cafeteria, and electrical-distribution center, all of which accommodate the nearly 8,000 people who work within the “city” borders each day.

Led by director of enterprise reliability and maintainability Joe Boudreaux, a 45-member reliability team is responsible for the proactive maintenance strategies of the buildings on the 811-acre campus. Deep into the second of a five-year reliability-improvement program, the team has built a firm foundation and is now strategically navigating its road map with the ultimate destination of establishing a sustainable, proactive maintenance program.

“Within the building site there are mini-plants within the city,” reliability and maintainability manager Paul Durko explained. “And within each of those mini-plants, certain processes, systems, and cultures that exist. Our goal is to secure a sustainable system of processes that work across the board, promoting an increase in overall reliability for this aging site. But it also has to be a system that will translate to a new facility—a $6.5-billion Uranium Processing Facility (UPF) that will be built and in operation by 2025.”

The Y-12 site houses many facility types, including some areas with gloveboxes.

The Y-12 site houses many facility types, including some areas with gloveboxes.

Y-12 history

Since 1943, Y-12 has played a key role in strengthening the United States’ national security and reducing the global threat from weapons of mass destruction.

The Y-12 National Security Complex is one of eight sites in NNSA’s Nuclear Security Enterprise (NSE). Y-12’s unique emphasis is in the processing and storage of uranium and the development of technologies that are associated with those activities. CNS also manages the 18,000-acre Pantex plant in Amarillo, TX, which is the primary U.S. nuclear weapons assembly, dismantlement, and maintenance facility. A majority of the weapons-related operations at Pantex are conducted on 2,000 acres of the site.

Constructed as part of the World War II Manhattan Project, Y-12 provided the enriched uranium for Little Boy, the atomic bomb dropped on Hiroshima, Japan to help the U.S. and its allies end a war that had taken 63 million lives worldwide. Afterward, Y-12 provided lithium-separation functions and key components for thermonuclear weapons. Y-12’s expertise in machining, handling, and protecting radiological materials has made the Oak Ridge site central to the nation’s nuclear security.

Y-12 has developed state-of-the-art capabilities in three core areas: nuclear technology and materials, security and consequence management, and manufacturing and technical services. Y-12 lends its specialized expertise to other federal agencies, such as the U.S. Departments of Defense and Homeland Security, state governments, and private-sector companies.

Projects at Y-12 include providing protective equipment to soldiers in combat, training National Guard units for radiological emergencies, and creating machining platforms that improve production and efficiency.

More than 9,200 Tennessee citizens work at Y-12, including federal and contractor staff.

“Our primary responsibility is to make sure the nuclear weapon is reliable,” Boudreaux said. “We do all of the testing and checking to make sure that if there is ever a need to use a nuclear weapon, that that weapon will work. The whole goal of the plant is global threat reduction, and when you think about all of the components that go into that, there are a lot of different things that have to be done here. So it’s not just a single process.”

In the early days, as it is today, maintaining building and process support systems was just as important as the process itself. In this photo, two men work on converter motors in Beta 3 while two others observe.

In the early days, as it is today, maintaining building and process support systems was just as important as the process itself. In this photo, two men work on converter motors in Beta 3 while two others observe.

Pursuing world-class reliability

With a commitment to reliability and with corporate support, Y-12 commissioned the Univ. of Tennessee’s Reliability and Maintainability Center (UTRMC) to perform benchmark assessments. The next step was building pillars for the foundation of an overall reliability program. This included plans for an improved culture, PM optimization, training and education, full utilization of technology and software, increased ratio of proactive to reactive maintenance, continuous-improvement plans, scheduling improvements, and employee retention.

The UTRMC provided a subject-matter-expert (SME) analysis of the current state of the Integrated Work Control (IWC) and Maintenance Execution processes. The evaluation consisted of site visits and evaluations of the essential elements including:

• synchronization of production, engineering, and maintenance reliability improvement efforts
• targeted opportunities for improvement
• plant employee training opportunities
• methodology for transitioning plant personnel from tactical (reactive) maintenance
• methodologies to a strategic posture
• development of a reliability-based plant culture.

We talk a lot about the ratios between how many corrective maintenance jobs to do and how many things we do that are proactive,” Boudreaux said. “When you look at Y-12, you can’t just look at that globally. You have to look at the individual component. If you would take a step back, we are a very reactive maintenance organization. So what we have done over the past few years is try to turn that from a very reactive program into a proactive program. A lot of things we are seeing are all these unplanned failures. And honestly, maintenance has become very, very good at firefighting. But it is very, very expensive to do that.”

The pursuit for world-class reliability has been a slow but fruitful process. 

“The way that our program was set up, we feel like we have turned the big battleship,” Boudreaux said. “It’s a big ship and requires a slow move to get it to turn that corner.  One way to be more cost effective is to decrease the amount of corrective work that we do. How do we do that? We reinvest in the plant. We get new equipment, and we maintain it the way we are supposed to, but we also look at the equipment that we have and ask what we can do to increase the reliability of those assets. We know that doing preventive maintenance is safer, but we can also save costs this way.”

One huge early success has been optimization of the PM program.

“We have increased the interaction of our crafts with the development of our packages,” Boudreaux explained. “By going through our PM Optimization (PMO) process, we now have more thorough documentation and better estimates of the time and resources required for each PM. We can now identify the costs and the benefits.”

A worker wearing protective gear walks down a hallway in Building 9212. The building’s aging infrastructure and equipment make obtaining replacement parts for electrical, ventilation, fire-protection, and other systems a challenge.

A worker wearing protective gear walks down a hallway in Building 9212. The building’s aging infrastructure and equipment make obtaining replacement parts for electrical, ventilation, fire-protection, and other systems a challenge.

The next step is communication. “It hasn’t been a difficult sale because very few people would drive a car for two years and never change the oil,” Boudreaux explained. “A robust PM program just makes good sense.  And we now have documentation that clearly lays out the tenants of reliability. We now have a road map that explains what we have done and what we should be doing over the next few years. Part of the plan is to ensure this plan is communicated to everyone in the plant.”

Communication helps to provide influence within the organization.

“Paul’s [Durko] responsibility is to influence the maintenance craft, for example,” Boudreaux said. “He works with the maintenance manager and his maintenance-execution team. He is arranging for additional training to help improve skills and capacity. With great communication and influence, we can produce a better-quality product for our customer. The road map shows how everything fits together for the future.”

One of Y-12’s core missions—maintaining the safety, security, and effectiveness of the U.S. nuclear weapons stockpile—translates into the overall reliability mission.

“If you want to think of similarities, you can look at the production goals for our different systems,” Durko said. “We must break down the different processes, look at the availability requirements for that equipment, and understand what we are doing to ensure the equipment can meet those production goals. What we did well for many years is that when it breaks, we are going to fix it. With an aging facility and with this aging work force, the challenge now becomes how to do it cheaper. How are we effectively managing our assets? What appropriate programs do we have in place to ensure that that equipment will operate when it is supposed to operate? This is how we integrate the idea of reliability across the site.”

With a distinct plan and road map to get there, all the pieces begin to come together.

We understand that each milestone is just a piece and not overall reliability,” Durko said. “We now consider all of the tools in our tool belt—RCM analysis, PdM technologies, SAP integration, procedural requirements, etc. Bringing all the tools together to make the systems cost effective and also ensure the safety of our people and equipment are the ultimate ingredients that will get us to overall reliability.”

Operations at Y-12 are varied and complex, presenting a wide range of maintenance challenges.

Operations at Y-12 are varied and complex, presenting a wide range of maintenance challenges.

Proactive maintenance

The focus in the first year was building a robust proactive maintenance program, Durko said. “Our past strategies and mission focus have caused us to become superb at finding ways to keep our failing systems running. We have begun shifting our mindset.”

The Y-12 site averages 2,750 completed maintenance orders each month, with an average of 99% utility availability, and has set a goal of 40% reduction in planning time.

“We are now averaging 64% reduction in planning time,” Durko said. “We are also proud that we recently reached 50,000 safe work hours with the PMO program. A bonus result is a 20% reduction in execution time. That is easy to sell to customers. Any time you say optimization, you automatically think of cutbacks and loss of jobs.” He added that because the plant had been in a reactive mode, they have been able to talk about the amount of reactive versus proactive work and actually improve the PM program.

The proactive maintenance strategy includes condition-based maintenance using ultrasound and vibration analysis tools, Durko said. “Also, document control is a key tool. We are dependent on what all that data is telling us to be able to make our decisions.”

With the proactive strategy taking shape, the next step is standardization, Durko said. “Having a repeatable process is key. We have standardized the format in a way that the crafts can better use—they actually helped us develop the format, so now it’s about execution. Next, we want to find a way to better rely on our predictive methodologies and leverage our technology. Hopefully, the data will tell us what is the next step. Meanwhile, we are refining our lubrication program with ultrasound and honing our precision-maintenance skills.”  None of the improvements made thus far would be possible without the interface and support of the technician work force.

When Y-12 researchers aren’t analyzing uranium, they are finding new ways to detect it. This photo is from a project designed to grow lithium semiconductor crystals suitable for radiation detection, which is the first step in solving a global shortage of Helium-3, the most common element used in current detectors.

When Y-12 researchers aren’t analyzing uranium, they are finding new ways to detect it. This photo is from a project designed to grow lithium semiconductor crystals suitable for radiation detection, which is the first step in solving a global shortage of Helium-3, the most common element used in current detectors.

What’s next?

The next goal is to increase condition-based maintenance work by 15% in the next fiscal year. 

“I don’t think our road ever ends,” Boudreaux said. “You can always find a way to be even more reliable. But if we have that foundation, and we build off of that, then every time we bring something in, we can evaluate it against what we are trying to achieve with the program and see whether or not it has value. Having a firm foundation allows us to do that. The exciting part is to have some programs in place and begin to see the data that tell us it’s working.” MT

Y-12 by the numbers

Y-12 today:

• 811 acres, including 150 that are high security
• 7.3 million sq. ft. of laboratory, machining, dismantlement, research and development, and office areas
• 343 buildings, 13 mission-critical facilities
• 48% of all Y-12 facilities are more than 60 years old
~9,300 personnel at Y-12
~4,700 CNS employees; remainder are subcontractor and federal employees
Deferred maintenance of $354 million
• Contracts with more than 770 small businesses, totaling $177 million in FY 2016.

Y-12 site includes:

• 550,000-sq.-ft. on-site leased facilities (Jack Case and New Hope Centers)
• 24 mi. of paved roads
• 10 mi. of overhead steam lines
• 3 mi. of natural-gas-distribution lines
• 55 mi. of aerial electrical-distribution lines
• 10 mi. of underground electrical-distribution lines
• 19 mi. of main water piping
• 50 mi. of storm drain lines
• 15 cooling towers.

Michelle Segrest is president of Navigate Content Inc., and has been a professional journalist for 28 years. She specializes in creating content for the industrial processing industries. If your facility has an interesting maintenance and/or reliability story to tell, contact her at michelle@navigatecontent.com.

140

4:54 pm
July 12, 2017
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Move from Time- to Condition-Based Lubrication

Increasingly sophisticated machines and operations require more than legacy PM approaches.

With plant equipment and processes growing more sophisticated and demanding by the day, so must everything that keeps them up and running, including approaches to machinery lubrication. Integrated, proactive-maintenance technologies and strategies are key for fast-paced industrial operations that want to be competitive, and are easily justified in economic terms.

With plant equipment and processes growing more sophisticated and demanding by the day, so must everything that keeps them up and running, including approaches to machinery lubrication. Integrated, proactive-maintenance technologies and strategies are key for fast-paced industrial operations that want to be competitive, and are easily justified in economic terms.

By Ken Bannister, MEch Eng (UK), CMRP, MLE, Contributing Editor

The term “time-based maintenance” is well understood in industrial operations. The premise is simple. A regular maintenance/lubrication event is scheduled on the basis of a calendar anniversary, i.e., weekly, monthly, quarterly, yearly, or other interval, or on a machine’s run-time clock, i.e., 100, 250, 1,000 hr., or some other specified number of hours. Foundational to legacy preventive-maintenance (PM) programs, this type of event scheduling has served industry well for decades.

Plant equipment systems and processes, however, are becoming more complex and demanding by the day. In turn, they are requiring increasingly sophisticated maintenance approaches. Going forward, if they haven’t already done so, sites will need to adapt to an integrated, proactive-maintenance approach that maximizes machine availability and reliability. The economic justification is simple.

In a legacy time-based event, a forced machine downtime is usually scheduled to perform maintenance or lubrication, e.g., oil change. Older equipment designs usually dictate that a machine must be shut down and locked out to determine its status and conduct scheduled activities in a safe manner. This method obviously has an impact on an operation’s throughput capability.

Given today’s fast-paced operating environments, a forced two-hour downtime to change oil on a calendar schedule—whether it needs to be changed or not—is no longer acceptable. We still need to change oil, but we need to treat that oil as we would any asset and maintain it over an extended lifecycle. That means changing it only when conditions warrant change. This type of monitoring strategy reduces machine intervention and increases production throughput, as well as reduces costs related to the purchasing, handling, and disposal of lubricants at a site. It also fits perfectly in any corporate asset lifecycle or sustainability initiative.

Moving from a time-based to a condition-based lubrication program is an ideal change-management vehicle for transforming and improving an operation’s state of lubrication. Successful design and implementation of a condition-based lubrication program can manifest itself in different forms, depending on a plant’s industry sector and current state of lubrication. Several “conditional” strategies can help your site gear up for this move with little effort and expense.

Implementing conditional strategies

Two basic elements underpin a condition-based lubrication program. The first speaks to the integrated, proactive-maintenance approach through involvement of operators as the primary “eyes and ears” in performing daily machine condition checks. The second element assures consistency and accuracy in the execution of value-based condition checks and lubrication actions.

Some maintenance personnel might argue that the old PM job tasks stating “Fill reservoir as necessary” or “Lubricate as necessary” are perfect condition-based instructions. Not so fast: Those instructions, unfortunately, rely solely on maintainer experience. They will not deliver consistency and accuracy without controls that dictate how we assess a machine’s condition and take appropriate actions built into the “necessary” part of the work-task equation. That’s where implementation of the following conditional strategies pays off.

Strategy 1: Reservoir-fill condition

If a lubrication system is to deliver peak performance, it will require an engineered amount of lubricant. In re-circulating and total-loss systems alike, designated minimum and maximum fill amounts aren’t always clearly indicated on the reservoirs. In such cases, the first step is to ensure that a viewable sight gauge is in use, complete with hi-lo markers for manual checks.

For critical equipment, an advanced approach can utilize a programmable level control to electronically indicate the fill state to operators and maintenance personnel. Some equipment, of course, is designed with reservoirs inside the operating envelope that require machine shutdown to perform checks or fill up. These systems can be inexpensively redesigned with remote “quick-connect” fill-lines piped to the machine perimeter that will allow the reservoirs to be filled to correct levels while the machine runs. (For additional tips, see this article’s “Learn More” box at the bottom of this article.)

Strategy 2: Oil condition

When the term “condition-based” is used, oil analysis often comes to mind. The first stage in controlling the oil’s condition is to ensure the product is put in the reservoir at the correct service-level of cleanliness and that a contamination-control program is in place. This will require a number of things: an effective oil-receiving and -distribution strategy, operators and maintainers working together to keep the lubrication system clean, use of desiccant-style breathers, and remote, “quick connect” fill ports that can be hooked up to filter carts outside of a machine’s operating envelope. (For additional tips, see the “Learn More” box at the bottom of this article.)

The second stage is to monitor the oil’s condition for contamination, oxidation, and additive depletion through the use of oil analysis. Extracting oil samples for testing purposes is predominantly a manual process that can be conducted outside of a machine’s operating envelope through a remote-piped “live” re-circulating line or by using a remote-piped sight-level gauge with a built-in extraction port.

Based on a condition report, the machine’s oil can be cleaned by using a filter cart, with no downtime, or replaced at a conveniently scheduled time. An advanced alternative is to use an inline sensor to monitor and electronically indicate pre-set oil cleanliness and water-presence alarm levels. (For additional tips, see the “Learn More” box at the bottom of this article.)

Oil-temperature condition is important wherever ambient temperatures fluctuate and an oil might become too viscous to be pumped through a system. This situation can create a bearing-starvation effect. In environments where this could happen, a thermostat-controlled automotive block heater or battery blanket heater can be incorporated in the system to ensure lubricant usability and machine uptime.

Strategy 3: Machine condition

The ultimate lubrication-control is based on equipment running condition. Effectively lubricated machinery will require less power to operate and bearing life will be extended by as much as three times that of ineffectively lubricated machines. Correctly engineered and set up, automated, centralized lubrication-delivery systems ensure the right amount of lubricant is applied in the right place, at the right time. If your plant’s equipment is predominantly manually lubricated, investigate converting to automated systems that require less maintenance and return their investment in weeks or months. (For additional tips, see the “Learn More” box at the bottom of this article.)

Automated systems are highly adaptable to new IIoT (Industrial Internet of Things) protocols. The capability now exists to install bearing-heat sensors (that set temperature ranges of different bearings) for monitoring, amperage metering (needed because friction demands an increase in motive power that translates through amperage draw), and sensing of oil levels and cleanliness.

Condition signals can be sent to an automated system’s lubricator to turn on and off for a timed or actuation cycle, or to indicate an alarm state. These conditions can be monitored with software tools and used for computer-based automated decision making to reset a lubricator program based solely (and precisely) on condition needs of a machine within its ambient operating environment.

Remember this

Condition-based lubrication respects and treats the oils that a site relies on as integrated assets in equipment and process uptime. The condition-based approach is an excellent first step for a site that wants to shift its focus from legacy PM approaches to integrated, proactive-maintenance strategies. Regardless of industry sector, this type of maintenance is what plants of today and tomorrow require to be competitive. MT

Condition-based lubrication and system design are among the topics covered in contributing editor Ken Bannister’s 2016 book, Practical Lubrication for Industrial Facilities–3rd edition (Fairmont Press, Lilburn, GA), co-written with Heinz Bloch. Contact Bannister at kbannister@engtechindustries.com, or 519-469-9173.


learnmore2“All Sight-Level Gauges Aren’t Created Equal”

“Control and Avoid Lubricant Contamination”

“Put Portable Filter Carts to Work”

“Implement an Oil-Analysis Program”

“Practical Oil Analysis: Why and What For?”

“Tune Your Lubrication-Delivery System”

63

4:40 pm
July 12, 2017
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Good Processes Enable Good Results

klausblacheBy Dr. Klaus M. Blache, Univ. of Tennessee, Reliability & Maintainability Center

Processes can be formal/informal, followed/ignored, audited/uncontrolled, and so on. The extent to which a standardized process is followed is typically a good indicator of how well an organization is doing. Hidden operational costs accumulate quickly with increasing process variation from such things as work management, document control, material management, and root-cause analysis. This is not true just for reliability and maintenance, but for any interaction of people, process, and technology. I’ll use my experience on a recent trip to explain.

It began with a decision to fly on a major airline that I had not used for some time. The troubling issues I experienced piled up fast, starting with check-in for my outbound flight. During the trip, I tried to document as many problems as I could recall, categorizing them into four areas: system malfunction, ineffective existing process, poor use of human resources (people issues), and redundant activity/time wasted. Here are several examples:

• At the airport, despite having checked in online and printed my boarding passes the day before, I was told to go to an automated kiosk where I had to enter the same information to start the baggage-tagging process. Other travelers received the same instructions. Unfortunately, nobody was informed we had to visit the kiosks until we reached the check-in counter. You can understand the frustration of individuals running out of time to catch their flights.

• As it turned out, the person at the understaffed check-in counter was sending customers to the kiosks to buffer her growing line. It wasn’t a good strategy. The kiosks weren’t properly performing all functions, so they were sending customers back to the harried counter employee. Soon, she was dealing with two lines—the original one and one returning from the kiosks. All the while she was complaining that her end-of-shift replacement hadn’t arrived and she wasn’t even supposed to be on duty.

Wherever and however they occur, process variations can be expensive and frustrating.

Wherever and however they occur, process variations can be expensive and frustrating.

• Luckily, there were three people on duty at the baggage X-ray area when I arrived, and they seemed to have plenty of time to chat among themselves. Once they realized I was waiting to drop off my bag, one of them strolled over and attempted to hoist it onto the conveyor belt. I use the word “attempted” because the gentleman seemed to have difficulty lifting the <40-lb. item. Instead, he had to slide the suitcase on the conveyor, where it barely stayed in place.

In total, I documented 15 improvement opportunities. Fortunately, airlines have better processes regarding aircraft maintenance. The Federal Aviation Administration has regulations and guidelines for standardized processes. They clearly don’t extend to check in.

So, how do my travel woes relate to your site’s reliability and maintenance efforts? When assessing and implementing a reliability and maintainability (R&M) process, the first step should be to create the culture, including, among other things, a reliability plan and goals/targets. (Best results come from implementing several foundational elements first.) The next step is to implement elements enabling standardized work processes. This leads into steps for optimizing and sustaining the effort. Then it’s on to application of R&M best practices and continual improvement. Plant personnel should all be tied to a RASIC (responsible, approve, support, inform, consult) “roles and responsibilities” chart and/or swim-lanes (diagrams of workflow).

In the end, stable R&M processes lead to multiple benefits, among them: increased throughput, reduced wastes and costs, improved safety, reduced process variation, error reduction, higher employee involvement, and easier training on and sustaining of processes. People associated with the process, though, must be capable and willing. You’re only as good as your processes allow. MT

Based in Knoxville, Klaus M. Blache is director of the Reliability & Maintainability Center at the Univ. of Tennessee, and a research professor in the College of Engineering. Contact him at kblache@utk.edu.

778

4:37 pm
July 12, 2017
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Flying Inspections

Drones are rapidly becoming a fast, economical inspection tool in the industrial arena.

Drones save time, money, and may be the only data-collection option in accident situations.

Drones save time, money, and may be the only data-collection option in accident situations.

By Sean Woessner, Industrial Skyworks

Most people call them drones. Technically, they’re UAVs (unmanned aerial vehicles) or sUAS (small unmanned aircraft systems). No matter what you call them, these flying camera and sensor holders are rapidly becoming a valuable industrial inspection tool.

Drone-based inspections are helping companies improve efficiency and data quality, while increasing safety and speed of operation. Because it’s an evolving technology, some people may not be aware of the potential benefits they can realize using UAVs to inspect assets.

Drone inspections can dramatically reduce the high costs, safety risks, and time involved with conventional inspection methods. Since drones are small and inexpensive to operate, you can carry out more inspections every month than you can with conventional methods, without shutting down operations and affecting production. In traditional methods, you need to schedule a shutdown and assemble several workers, vehicles, helicopters, and other inspection equipment, especially for the energy sector. Also, the mobility, speed, ease of use, and efficiency of drones provides companies with the opportunity to collect data on a large scale. Since the drones can be used in even the most difficult areas, it makes it possible to inspect a whole pipeline and its surroundings, just in case there is need to analyze the extent of a leak.

Drone-based field investigations provide invaluable information to operational and maintenance managers with the following added advantages:

• timely reporting and investigation of damage/material loss when carried out under a defined schedule

• enhanced personnel safety by avoiding close proximity of humans to hazardous environments and dangerous locations

• firsthand delivery of information to supervisors/managers without the need to visit a site

• cost-effective alternative to route reconnaissance and aerial-surveys

• access to inspectors for investigations without plant-shutdown requirements.

In addition, drones may be the only data-acquisition option in emergency/accident situations.

Implementing drones

As with anything, you must do some prep work to successfully implement a drone-based inspection program. Based on your organization’s activities, ensure that you have estimates for all of the costs that will allow you to perform drone-based inspections. Currently, there two ways of operating drones—you can either purchase a drone or hire a drone-inspection-service company.

Should you decide to purchase a drone, evaluate the regulations and cost requirements. The major component costs are:

• drone purchase cost
• cost of acquiring the cameras and sensors that will address your organization’s needs
• software applications for imaging and analytics
• training or hiring a drone pilot
• obtaining relevant permits and licenses
• type of data you need to gather and how to handle it, uploaded to either a cloud-based server or company servers
• network requirements.

If your choice is to hire a drone-inspection-service company:

• research and obtain the costs of hiring a drone service that will address your needs
• consider other factors such as the relevant licenses required for the area to be inspected
• confirm the type of data and reports the company provides after the inspections.

Drone regulations

As with any technology of this type, there are rules and regulations that control commercial and industrial use of drones:

• The U.S. Federal Aviation Administration issued Part-107 of the Federal Aviation Regulations in August 2016, providing guidance for operating requirements, pilot certification, and device certification for UAVs.

• The Canadian government has incorporated/amended rules for certification and compliance requirements for UAVs as section 602.41 of Canadian Aviation Regulations SOR/96-433.

• UK Civil Aviation Authority issued regulations related to Remotely Piloted Aircraft Systems (RPAS) as CAP 722—Unmanned Aircraft System Operations in UK Airspace for regulating RPAS operation in UK.

• EASA (European Aviation Safety Agency) Basic Regulation, adopted in December 2016 by the European Council, contains the first ever European Union-wide rules for civil drones to fly safely in European airspace. This regulation contains general principles on revised common safety rules for civil aviation and a new mandate for EASA. On the basis of these principles, EASA will develop more detailed rules on drones through an implementation act, thus making it easier to update the rules as technology develops.

Rapid development of drone technology for commercial and industrial use has out-paced policy makers in many countries. Various governments are in the process of drafting or amending existing laws and regulations. Information regarding progress by various countries with respect to enactment of drone laws can be obtained from respective government authorities.

Minimizing risk

While UAVs have been successfully deployed globally for the past five years to inspect hazardous energy and petrochemical sites, manufacturers are still defining what can universally be understood to be an intrinsically safe drone-inspection platform. Specific health and safety plans will differ from facility to facility, but there is a set of guiding principles that successfully reduce the risk of professional UAV inspection operations to acceptable levels.

Power sources: Most professional UAV platforms now use brushless, magnetic motors that dramatically reduce risk of ignition from friction. While some long-range and heavy-lift UAVs are powered by liquid fuel, any UAV platform used to inspect hazardous sites will be powered with sealed batteries. It is important, when flying over sites such as live flare stacks, to minimize the risk of sparks on battery connectors or of UAV-mounted components (such as external batteries and sensor payloads) falling. UAV platforms that incorporate internal batteries inside the UAV’s body, together with sensor payloads that are mechanically integrated into that UAV, should therefore be deployed on these types of projects.

Additional thermal or gas sensors: Professional-grade inspection cameras now often incorporate thermal and visual sensors. Even if it is only photographic data that is being captured for an inspection project, the real-time feedback from the thermal sensors can provide a warning of extreme conditions onsite throughout the survey. When inspecting cold, venting smoke stacks, where un-ignited hydrocarbons can be present, methane or various other gas sensors might be used to provide additional warning during the inspection operation.

Flight plans: The best way to mitigate risk when inspecting flammable and hazardous sites is through comprehensive planning. The reason that drone inspection is used at all is because it enables visual and non-destructive inspection of a site without requiring personnel to be on the structure itself. Pre-planned flight paths can easily keep a drone 20 to 50 ft. from a structure and high-resolution imaging can easily be captured from 300 ft. away. The exact distance will always be defined by the UAV inspection-service provider and the facilities manager at the plant. Common sense also dictates that flight plans keep the UAV at an angular tangent away from the structure, rather than directly overhead, should anything fall.

Deploying UAVs to flammable sites: All operations around oil and gas infrastructure need to be carefully regulated and tightly controlled. Policies such as those related to intrinsic safety have long been in place to protect people and the environment on these types of sites. While intrinsic safety describes a set of electrical design principles, it also considers deployment procedures.

UAV platforms are not intrinsically safe in their electrical design. However, professional UAV inspection operations can offer an inspection procedure that minimizes health and safety risk to plant staff and the public, in addition to delivering significant economic savings to the plant.

Acquiring data

Using professional UAV inspection services, an asset manager can reduce the time that inspection personnel need to spend on the building itself. Provided a mission’s flight route has been well planned, a drone can collect imagery data that covers the entire building envelope in a fraction of the time that it takes for inspection personnel to traverse it.

Typically, visual and thermal imagery are collected. After applying automated statistical processes to convert the imagery into a 3D ‘point cloud,’ it is straightforward for skilled interpreters to identify locations and areas of deterioration on the building envelope. Since the data are being viewed in 3D, the roof and facades can be visually interpreted.

As the data in the point cloud is geo-referenced with real-world geographic coordinates, a plan or a map can be provided to an inspection and maintenance team to identify areas of deterioration  before anyone needs to climb any ladders or scaffolding, undertake rope-access procedures, or walk on a roof.

Longwave vs. handheld mid-wave IR cameras

Typically, a roof-inspection company might use a MWIR (mid-wave infrared) handheld camera or a LWIR (long-wave infrared) unit to collect data using an airborne platform. The advantages and disadvantages to the agency undertaking the roof inspection and the customer need to be assessed in terms of the sensor technical characteristics and the implementation implications.

Handheld MWIR can increase sensitivity among reflective/cool roofs and increased scaling values in output images can make results easier to interpret. However, the reduced dynamic range the cameras have could mean reduced sensitivity across all material types. On the other hand, using drone-mounted longwave IR provides a high dynamic range that leads to increased sensitivity across dark, cooled roof structures. But, LWIR technology requires an increased expertise to interpret subtle differences in thermal capacitance between different roof materials, especially when highly reflective.

In terms of implementation, drone-mounted LWIR doesn’t require inspection personnel to walk on a roof. The entire building envelope, including hard-to-reach areas can be imaged. Thermal ghosting (or leakage) is minimized by a high straight-on view of a roof by a camera. A complete, geo-referenced report can be quickly provided to the client.

Drones, equipped with a combination of sensors, are revolutionizing oil and gas inspections. At the moment, drones with thermal imaging, photo, and video cameras, as well as gas sniffers and other sensors, are performing a variety of inspection functions. The mobility and sensors allow the drones to analyze facilities for existing and potential defects safely, quickly, and efficiently.  MT

Sean Woessner is an FAA licensed pilot at Industrial SkyWorks (industrialskyworks.com), Houston. He holds IFR and FAA Part 107 Remote Pilot sUAS ratings. Woessner has conducted more than 500 inspections and logged more than 400 sUAS hours.

151

6:01 pm
June 16, 2017
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Understand the Danger: Pitting Corrosion

1706rmcasset

Tiny, sometimes nearly invisible pits, such as these, are indicative of potentially deadly pitting corrosion.

Pitting corrosion is a localized breakdown of metal manifesting in small cavities or “pits” visible on a metal surface. The damage that these tiny, sometimes nearly invisible, pits cause can be deadly.

Case in point: Pitting corrosion is believed to be the cause of the 1967 collapse of the U.S. Highway 35 bridge between Point Pleasant, WV, and Kanauga, OH. Forty-six people died when that structure suddenly fell into the Ohio River. Investigators determined the cause of this disaster had begun decades earlier with a small crack that formed during the casting of the bridge’s I-beams. The I-bar subsequently broke under the compounding stresses of a corrosive environment and newer, heavier vehicles crossing the bridge.

According to Michael Harkin, an NACE and SSPC coating inspector and president of FEO Inc. (feoinc.com, Virginia Beach, VA), understanding how to prevent pitting corrosion goes a long way to ensuring long, safe, and useful service for metal assets exposed to the elements. He offers the following insight into the problem and approaches for combating it.

— Jane Alexander, Managing Editor 

There’s more to the pits indicative of a pitting corrosion attack than meets the eye. Far more damage is done beneath the metal surface because the corrosion bores inward. Pitting corrosion causes the loss of metal thickness, translating to a loss of structural integrity that can lead to stress cracking due to metal fatigue.

For example, if a beam that bears a heavy load loses thickness and mass due to corrosion, there’s less beam available to support the weight. The attack could go unnoticed but, over time, the metal fatigue it causes could lead to formation of cracks. Cracks can quickly lead to beam failure and set off a catastrophic chain reaction as unplanned stresses multiply.

randmHow it starts

There are several causes of pitting corrosion, including:

• localized mechanical or chemical damage to a metal’s protective oxide film
• improper application of corrosion-control products
• presence of non-metal materials on the surface of a metal.

When metals aren’t properly treated and freely exposed to the elements, chemical reactions between them and the environment form compounds such as ferrous oxide, more commonly known as rust.

Prevention steps

Preventing pitting corrosion starts early, beginning with the choice of the right metal during the design of an asset. The risk of pitting corrosion is greatly reduced when users know ahead of time how materials react in different environments. Higher-alloy metals resist corrosion more strongly than low-alloy materials.

Next, to the extent that it’s possible, control the operating environment. For indoor or sheltered assets, keeping environmental factors such as temperature, pH, and chloride concentration in check minimizes the risk of pitting corrosion.

Finally, apply the proper industrial coating to your assets and have them inspected with non-destructive testing (NDT) methods. MT

Notes on Non-Destructive Testing (NDT)

According FEO’s Michael Harkin, non-destructive testing is the only legitimate option for inspecting coatings systems that are already in service (and intended to be kept in service). NDT is a subset of non-invasive procedures that don’t compromise the integrity of a tested system or material. As applied to coatings, these procedures can include using electromagnetic waves to gauge the thickness of a coating, infrared thermography to measure heat distribution and determine how well a coating is binding to its substrate, or lasers to measure surface profile without physically contacting the substrate.

FEO Inc., Virginia Beach, VA, is a QP5-certified coating inspection and consulting company. For more information, visit feoinc.com.

316

8:30 pm
June 15, 2017
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AZ Puts Proactive in Reliability

Biopharmaceutical manufacturing company AstraZeneca redefines reliability to streamline more-effective maintenance processes.

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By Michelle Segrest, Contributing Editor

Even though the AstraZeneca manufacturing facility in Mt. Vernon, IN, looks like a hospital surgical unit—with key equipment separated into concentrated clean rooms—for years it operated like an emergency room. When an equipment breakdown occurred, personnel jumped into action, triaging the issue and not always looking into the true symptoms to prevent future occurrences.

At AstraZeneca, separating the reliability people from the day-to-day commotion, defining the difference between reliability and maintenance, and management support were keys to a successful transition to a reliability-oriented operation. Photo: AstraZeneca

At AstraZeneca, separating the reliability people from the day-to-day commotion, defining the difference between reliability and maintenance, and management support were keys to a successful transition to a reliability-oriented operation. Photo: AstraZeneca

The company acquired the Mt. Vernon facility in August 2015. With a new reliability unit in place and an Operations Excellence Team, the site now has teams focused on preventing emergencies, instead of addressing them.

Reliability and maintenance can be a challenge when maintaining a high standard for the pharmaceutical environment. As you walk through the facility, the white walls and floors glisten against the shiny, almost mirror-like, stainless-steel equipment. Equipment and personnel rooms serve as airlocks between the corridors and the manufacturing rooms. The airlocks are guards against dust, dander, allergens, or other elements that could contaminate the critical medicine that is being manufactured. The switch from a reactive to a proactive, risk-based, approach has taken reliability in the 700,000-sq.-ft. manufacturing area to a new level.

“Our first step was to separate our reliability team from the day-to-day commotion,” explained facilities engineer Andrew Carpenter. “We had to be sure they understood that reliability is different than maintenance, and we had to all take this seriously. We had many people who were specialists and were relied upon for troubleshooting and fixing emergency issues. It was a complete mindset change.”

The new reliability team received support from upper management and buy-in from the team. Although some roles changed, the team remained headcount neutral. This, along with clear alignment of goals, became the keys to a successful transition.

“If you are starting a reliability program in your plant, call it what it is,” senior building and reliability manager Chris Nolan said. “Reliability is different than maintenance. The goal is to get to a certain utopia. As your group grows, you all become more focused on that reliability side, but when you are starting out with a reactive-maintenance program, and you want to transition to one that is reliability based, there is a different vision. This must be explained and understood.  Now we have processes in place to aid in the prevention of emergencies and more organized efforts to quickly respond should the need arise.”

With an investment in new tools and technology, including additional vibration, infrared thermography, and ultrasound training, the newly structured, two-year-old team measures its return on investment in high-quality performance and products.

“A key driver within our business is quality,” Nolan said.

AstraZeneca is a science-led, biopharmaceutical business that discovers, develops, manufactures, and supplies innovative medicines for millions worldwide—primarily in the areas of respiratory, cardiovascular and metabolic, and oncology. The Mt. Vernon site manufactures oral-solids medicines—primarily for Type 2 diabetes treatment.

The maintenance and reliability group focuses on maintaining the utilities, purified water, HVAC, manufacturing equipment, and all Good Manufacturing Practice (GMP) maintenance.

Maintenance technician Dan Guth concentrates on a detailed work request in the maintenance shop.

Maintenance technician Dan Guth concentrates on a detailed work request in the maintenance shop.

A new process

The Mt. Vernon-site reliability team adopted a common mission statement from the industry. “Anyone who improves a process or a piece of equipment is a reliability leader.”

The simple vision was broken down into specific goals and targets. Nolan explained that 2015 was all about building a foundation, while 2016 was the year to focus on root-cause analysis. The team received early help from consultant group Life Cycle Engineering (LCE, Charleston, SC, LCE.com).

“In pharma, when somebody uses the word ‘criticality’ they go straight to quality,” Nolan said. “LCE helped us identify the tools we needed to show overall criticality—business cost, quality, mean time between failure. Andrew [Carpenter] led us through a criticality assessment at our site and we banked that into different categories, including equipment, water purification, parts redundancy, and packaging items. Now we do an assessment and re-rank our critical categories that need attention every year. We are in the process of doing that now. This helps us focus our efforts and has become a game-changer for us.”

The reliability group became its own entity within the plant’s maintenance organization.

“We were doing a really good job of fixing issues, but needed to work on following up after the issue, getting to the root cause, and putting processes in place to prevent the issue from happening again,” Carpenter said.

Two years in, Carpenter and Nolan are beginning to see the fruits of the team’s labor. “We can see that it is working and we have come a long way.”

Maintaining the reverse-osmosis purified- water-generation system at the AstraZeneca plant is critical to ongoing production.

Maintaining the reverse-osmosis purified- water-generation system at the AstraZeneca plant is critical to ongoing production.

Early wins

Redefining the maintenance and reliability functions was an anchor in achieving some early wins for the new team.

“We are all here to get the product out of the door, but the difference is simply the things we focus on,” Nolan said. “Maintenance right now focuses on the day-to-day activities—the preventive maintenance piece and execution of that at a high level. But when you are executing you are challenged on the day-to-day things, so it is hard to find that balance of time to take a look back on the long-term items, like the vision. For us, the difference between maintenance and reliability is that reliability is getting into the data mining of the maintenance activities. Particularly in the pharma environment, that is a big piece that ties back to the quality culture, as well. The maintenance piece is very tactical, while reliability centers around more planning and vision.”

Carpenter said the team’s vision began to take shape when it zoomed in on the root-cause analysis program. About six months into the program’s launch, Nolan began to notice a distinct change in the culture.

“It was a Friday afternoon before a three-day holiday weekend and normally everybody was ready to scoot,” he said. “We had one of our metrology calibration technicians and engineering technicians having a serious conversation about a particular problem. It turned into an hour-and-a-half discussion of digging into really finding the problem, turning it into a root-cause analysis. That is the first time when I really thought this whole program began to click. These guys were looking beyond the fix and they were passionate about preventing it from happening again.”

Andrew Carpenter, Neil Reichel, Chris Nolan, and author Michelle Segrest (l-r), discuss reliability and maintenance operations in the AstraZeneca maintenance shop.

Andrew Carpenter, Neil Reichel, Chris Nolan, and author Michelle Segrest (l-r), discuss reliability and maintenance operations in the AstraZeneca maintenance shop.

Carpenter explained that the change involved a clear switch from simply fixing a problem to a focus on the big picture. “We are better at documenting the data and finding ways to prevent failures,” he said.

One of the areas the team focused on heavily at the start of the reliability program was predictive maintenance. Engineering technicians and predictive-maintenance technicians were sent to Level I vibration, infrared, ultrasound, and laser-alignment training. It didn’t take long to see the return on investment.

Nolan said another key win was bringing the storeroom into the reliability discussion.

“The storeroom is a key to reliability,” Nolan said. “Paying attention to what is going on in the storeroom tells you what is going on in the plant. What goes out of your storeroom is a huge check and balance of your maintenance process.”

Realizing how much can be learned from problems and mistakes also made a big difference.

“Problems are gold,” Nolan said. “Problems within your processes give you ‘aha’ moments. This allows you to bring people together to look at what is going on and talk about how can it be better. Don’t ever be afraid to share a problem because usually it can positively impact you, your group, or someone else.” MT

Michelle Segrest is president of Navigate Content Inc., and has been a professional journalist for 28 years. She specializes in the industrial processing industries and has toured manufacturing facilities in 41 cities in six countries on three continents. If your facility has an interesting maintenance and/or reliability story to tell, please contact her at michelle@navigatecontent.com.

61

7:45 pm
June 15, 2017
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Musings on Maintenance And Mobility

klausblacheBy Dr. Klaus M. Blache, Univ. of Tennessee, Reliability & Maintainability Center

What we do and how we do it have changed dramatically with regard to maintenance and its impact on reliability. Gone are the days when you could easily repair most things on your car and perform regular maintenance. Today, it’s all about computer sensors, algorithms, and data historians. As a result, in most cases, we take for granted that our transportation modes are adequately maintained and reliable. Let’s look at some snippets of what’s going in areas of reliability and maintenance (R&M) on cars, trains, planes, and ships.

Cars: Tesla’s plant in Fremont, CA (tesla.com, Palo Alto) is now the most advanced and talked about automotive factory in the world. The site was the former home of New United Motor Manufacturing Inc. (NUMMI), a joint venture of General Motors and Toyota (1984 to 2010). Based on my scan of recent Tesla job postings, maintenance technicians in Powertrain are expected to perform at a Journeyman Level on all machines in the assigned area and be responsible for preventive maintenance, troubleshooting/repair, clean lines, and escalation of assigned equipment. Individuals in these roles must be willing to tackle whatever maintenance challenge arises and to assist and learn from others in their areas of expertise. A sampling of the posted jobs seems to highlight the company’s interest in worker flexibility and high levels of employee engagement. This doesn’t mean maintenance technicians are expected to have all the answers regarding plant culture. Installing and sustaining an autonomous workforce may be more difficult than building autonomous vehicles.

Advances in technologies, approaches, and methods are helping to keep our various modes of transportation moving, as well as ensuring that they are reliable and safe.

Advances in technologies, approaches, and methods are helping to keep our various modes of transportation moving, as well as ensuring that they are reliable and safe.

Trains: Railways are considering using drones to help with security, initial track inspections, and predictive maintenance. Some already leverage them for safe, economical checking of switch-point heating systems. Other advanced-technology approaches include the use of: wheel-temperature detectors (infrared) to check brakes, wheel-profile monitors (lasers and optics) to assess wheel wear, and acoustic-detector systems (acoustic signatures) to identify wheel-bearing failure. Deutsche Bahn (DB) and Siemens are piloting predictive analytics to avoid failures and make vehicle maintenance recommendations. All diagnostic data is ultimately made available to maintenance personnel.

Planes: The 472 million-cubic-sq.-ft. Boeing aircraft plant in Everett, WA, is the largest building in the world by volume. A tour guide told me maintenance costs on new 787 Dreamliners produced there are 30% lower than for earlier models. These planes are also expected to have a 30-yr. life (versus 20 for metal planes). Built mostly from carbon/polymer resin (lighter than aluminum, tougher than steel) Dreamliners consume 20% less fuel than earlier Boeing planes. Maintenance on these technological marvels also requires expertise in repairing composite structures.

Ships: On the Hawaiian cruise ship “Pride of America,” I discussed maintenance and operations with the vessel’s chief engineer. Manned by a 927-member crew, this 81,000-ton, 921-ft., ship runs with 25-MW propulsion power and 50-MW auxiliary power. (Its maximum speed of 27.6 mph is fast enough to water ski). Typical maintenance activities include corrosion repair; cleaning drains, air ducts, and chiller and boiler tubes; venting engine fumes; and conducting on-board monitoring. The 54-person engineering staff is “hands on” and also does maintenance. Big maintenance is performed in port. Conditioned-based maintenance is often outsourced.  Spare parts can be a particular challenge, since the ship is usually moving from place to place.

Much goes into keeping cars, trains, planes, and ships moving. Next time you travel by any of these modes of transportation, think about what’s being done to ensure your reliable and safe journey. MT

Based in Knoxville, Klaus M. Blache is director of the Reliability & Maintainability Center at the Univ. of Tennessee, and a research professor in the College of Engineering. Contact him at kblache@utk.edu.

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