NEWS | FEATURES | PRODUCTS | CASE STUDIES June/July 2023 | Issue 475 www.pwemag.co.uk @PWEmagazine1 Sustainability through production efficiency Inside this issue: 10 > 60 years of information-at-a-glance 24 > How to prevent your electrical drives having a meltdown 40 > Talking Industry Live Review page 32 @plant-&-works-engineering PWE Plant & Works Engineering Since 1981
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The lack of diversity in engineering perpetuates a cycle of underrepresentation. Bridging the gender gap in engineering The field of engineering has long been dominated by men but the need for a diverse and inclusive workforce has never been more crucial. This was highlighted at a recent event in the lead-up to International Women in Engineering Day (INWED) 2023 (23rd June). Dr Hayaatun Sillem, CEO of the Royal Academy of Engineering, led the panel of female leaders to explore the challenges around female representation in industry to discuss how to broaden the appeal of engineering careers to women. Despite progress in promoting gender equality across various industries, the field of engineering still faces a considerable gender imbalance where women remain vastly underrepresented, accounting for only a small fraction of the workforce. This was highlighted at the INWED event and suggested that to Editor’s Comment ‘ ’ address this issue concerted efforts are needed at various levels. The panel discussed that it begins with encouraging young girls to consider STEM subjects early in their education. By fostering a supportive environment and debunking gender stereotypes associated with engineering, young girls can be inspired to pursue careers in this field. Interestingly, Susan Scurlock, Founder of Primary Engineer, also highlighted that the majority of shortlisted finalists from its annual Leader Award competition where children are asked to identify a problem and draw a solution to it, were girls. Therefore, it was highlighted that educational institutions, including universities and colleges have a significant role to play in creating an inclusive environment for female engineering students. Scholarships, mentorship programmes, and networking opportunities tailored to women can help break down barriers and provide the necessary support and guidance to aspiring female engineers. Increasing the number of women in engineering is also not just about achieving gender parity which was also highlighted; it is about harnessing the benefits of diversity. When women are included in engineering teams, a wider range of perspectives, ideas, and problem-solving approaches emerge. This diversity fosters innovation and leads to more effective and sustainable solutions. Moreover, the lack of diversity in engineering perpetuates a cycle of underrepresentation. Without female role models and mentors in the field, young girls may struggle to envision themselves pursuing engineering careers. By increasing the visibility of successful women engineers and providing support networks, more women can be encouraged to enter and thrive in the industry. International Women in Engineering Day (INWED) is a key event to help counter this problem as the need for more women in engineering in the UK is undeniable. By promoting inclusivity, breaking down barriers, and providing the necessary support, the industry as a whole can create a more diverse and equitable engineering workforce. June/July 2023 www.pwemag.co.uk Plant & Works Engineering | 03
June/July 2023 www.pwemag.co.uk Plant & Works Engineering | 05 Editor: Aaron Blutstein t| 01732 370340 e| editorial@dfamedia.co.uk Content Sub Editor: Leslah Garland t| 01732 370340 e| leslah.garland@dfamedia.co.uk Sales Director: Damien Oxlee t| 01732 370342 e| damien.oxlee@dfamedia.co.uk Sales Manager: Andrew Jell t| 01732 370347 e| andrew.jell@dfamedia.co.uk DFA Direct: Ian Atkinson t| 01732 370340 e| ian.atkinson@dfamedia.co.uk Production Manager & Designer: Chris Davis e| chris.davis@dfamedia.co.uk Marketing Executive: Hope Jepson e| hope.jepson@dfamedia.co.uk Operations Manager: Emma Floyd t| 01732 370340 e| emma.floyd@dfamedia.co.uk Reader/Circulation Enquiries: Perception t| +44 (0) 1825 701520 e| cs@perception-sas.com Financial: Finance Department e| accounts@dfamedia.co.uk Managing Director: Ryan Fuller e| ryan.fuller@dfamedia.co.uk Chief Executive Officer: Ian Atkinson e| ian.atkinson@dfamedia.co.uk Published by: DFA Media Group 192 The High Street, Tonbridge, Kent TN9 1BE t| 01732 370340 e| info@dfamedia.co.uk w| www.pwemag.co.uk Official Supporters: Printer: Warners, UK © Copyright 2023, DFA Manufacturing Media Ltd ISSN 0262-0227 PWE is a controlled circulation magazine, published 11 times a year. Please contact DFA Media with any subscription enquiries. Paid subscriptions are also available on an annual basis at £100.00 (UK) or £170.00 (Overseas) P+P included. The content of this magazine, website and newsletters do not necessarily express the views of the Editor or publishers. The publishers accept no legal responsibility for loss arising from information in this publication. All rights reserved. No part of this publication may be produced or stored in a retrieval system without the written consent of the publishers. COMMENT 3 NEWS 6 A round-up of what’s happening in industry. INSIGHT 10 MAINTENANCE MATTERS - INCORPORATING PROBLEM SOLVER 12 Focus on: Maintenance 4.0/ Condition Monitoring/ Skills & Training Donal Bourke, Director of Sales at PEMAC discusses the common trends emerging in maintenance management across industries and the pivotal role of CMMS in the era of Maintenance 4.0. PROCESS, CONTROLS, & PLANT 22 Focus on: Compressed Air/ Cooling The Pressure Systems Safety Regulations (S.I. 2000 No 128) (PSSR) relate to pressure systems for use at work and the risk to health and safety. Vanda Jones, Executive Director at BCAS outlines the responsibilities as an owner or operator. ENERGY & ENVIRONMENTAL MANAGEMENT 28 Focus on: Boilers, Burners, & Controls/ Production Efficiency When a power plant in Germany experienced the sudden failure of a boiler feed pump, output dropped by more than 40%, which affected both the local grid and company profits. Needing to resolve this situation urgently, Sulzer was called in to repair the asset and investigate to secure the reliability of the power station. PWE reports. HANDLING & SAFETY MATTERS 36 Focus on: Handling & Storage As leading forklift manufacturer Combilift continues to celebrate its 25 years in business, it has launched a new model truck at the recent Ligna show - the new Combi-CB70E. PWE takes a closer look at the new model. SPECIAL FOCUS TALKING INDUSTRY LIVE REVIEW 40 PRODUCTS & SERVICES DIRECTORY 42 Contents 12 36 22 28 BCAS official media partner
News 6 | Plant & Works Engineering www.pwemag.co.uk June/July 2023 Engineers Without Borders UK has launched the Global Responsibility Competency Compass, with support from the Royal Academy of Engineering. The tool was launched at Manufacturing & Engineering Week, which took place at Birmingham’s NEC. The self-led educational tool has been developed to help engineers respond effectively to the complexity and uncertainty of pressing global challenges such as climate change and will help individuals and their wider teams reflect on their strengths and weaknesses, highlighting gaps in the skills needed to act sustainably, ethically, and equitably. The launch event emphasised the need for practitioners working in engineering to be motivated and competent to participate in the urgent and rapid transition to a net zero economy. Data from the Institution of Engineering & Technology has highlighted that only 7% of companies surveyed had the necessary skills to deliver their sustainability strategy. Developed through extensive consultation and testing, the Compass comprises 12 essential competencies to deliver on the four principles of global responsibility – Responsible, Purposeful, Inclusive and Regenerative – articulating the vital skills, knowledge and mindsets required. The Engineering Council is endorsing the use of the Compass as a “progressive interpretation of the UK standard for professional qualifications for engineers and technicians”. “The Global Responsibility Competency Compass is an introductory and action-orientated tool aimed at anyone in the engineering sector who wants the skills to respond effectively to the complexity, uncertainty and challenges of our age,” says John Kraus, CEO of Engineers Without Borders UK, a charity organisation whose mission is to put global responsibility at the heart of engineering, ensuring a safe and just future for all. “It is a learning tool for individuals and teams, giving confidence that responsible engineering principles are being embedded at every level and that decisions made balance the needs of all people with the limits of our planet.” Individuals can use the Compass to support self-assessment. It provides a template to create a sustainability skills action plan, using a learning library of relevant professional development opportunities and resources. According to Engineers Without Borders UK, embedding the tool into day-to-day activities will strengthen the evidence individuals need to attain and retain professional qualifications. The tool also helps managers to identify and articulate the strengths and gaps in team capabilities regarding responsible engineering. It empowers teams to ensure projects deliver the greatest benefit to people and the planet and can support engineering organisations to assess and bridge the sustainability skills gap across their entire workforce. Kraus added that the organisation developed the Global Responsibility Competency Compass as a practical resource: “We want it to help practitioners make better decisions, leading to improved outcomes for everyone and the planet we share.” With the development of the Global Responsibility Competency Compass, Engineers Without Borders UK has taken a significant step towards providing engineering professionals with the navigation tools that will allow them not only to understand what is important but to commit to making a difference to the way they support society now and for generations to come. John Kraus concluded: “Closing the global responsibility skills gap in our profession is a collective responsibility, and Engineers Without Borders UK, its partners and supporters are committed to upskilling at least 250,000 individuals by 2030. Become a responsible practitioner and start using the Compass today”. Engineers Without Borders UK is working to reach the tipping point to ensure a safe and just future for all. Part of a global movement of over 60 Engineers Without Borders organisations, we inspire, upskill and drive change in the engineering community and together take action to put global responsibility at the heart of engineering. To find out more please visit: https://www.ewb-uk.org/global-responsibility-competency-compass/ Engineers Without Borders UK launches tool to address sustainability skills gap in engineering ‘Industry In Motion’ 2023 Maintenance Engineering Report published RS, an omni-channel provider of product and service solutions including maintenance solutions and safety solutions, has released the ‘Industry in Motion’ 2023 Maintenance Engineering Report, in conjunction with the Institution of Mechanical Engineers (IMechE), based on findings from a survey that aimed to ‘take the pulse’ of the profession. The survey was conducted among more than 1200 IMechE members and the report focuses on the responses of almost 700 people in the UK and Ireland. The respondents were from sectors including manufacturing and are working in job roles like engineering manager. The resulting report covers five key areas: monitoring maintenance engineering, skills, the true cost of breakdowns, raising performance through stakeholder collaboration,
News June/July 2023 www.pwemag.co.uk Plant & Works Engineering | 07 and harnessing technology to improve efficiency. The top three challenges respondents cited as expecting to affect them over the next 12 months were attracting talent (47% inflation and higher costs (47%), and supply chain disruption (40 %). But the report also delves into a key issue: drivers of unscheduled downtime and its cost to a business. Ageing assets and mechanical failures are the biggest drivers of unscheduled downtime, and the report revealed: Nearly 20 hours are spent each week on unscheduled maintenance, compared with around 18 hours spent each week on scheduled maintenance The average hourly cost of downtime is £5121.81 (ranges from c. £1700 to £7.5k depending on size of business) The average weekly cost of unscheduled downtime is £100,371 Organisations need to get a grip on maintenance spend, as nearly a third of respondents do not know what proportion of their annual operating budget is spent on maintenance; 30% state approximately 5% – 10% is spent. Survey respondents cited the highest priority plans for decreasing unscheduled downtime as upgrading equipment (48%) and widening monitoring capabilities (46 per cent). In a bid to further tackle the issue, planned maintenance has emerged as the number one company strategy in place, deemed the highest priority by 53% of respondents. Emma Botfield, managing director for RS in the UK and Ireland, said: “The challenges facing businesses today mean that maintenance engineers are even more critical to manufacturing success, while under pressure to do more with their existing resources which often include ageing assets. They’re also firefighting because of the geopolitical environment and its effect on supply chains.” The issue of an ageing skilled workforce and a large age gap to the next engineers coming through was highlighted in the report. Meanwhile, Millennials – a group that made up more than half of the respondent pool – are reaching key decision-making positions within organisations. Botfield added: “These Millennials hold a real opportunity to affect change and should work with stakeholders and suppliers to find fresh solutions, and tackle maintenance problems that may be keeping them up at night head-on.” According to data from Engineering UK, people aged between 25 and 34 now constitute the largest single age group in engineering roles. Lydia Amarquaye, Professional Development and Education Policy Advisor at the IMechE, said: “Millennials have grown up with different technologies and they will be trying to implement some of these in their work to make life more efficient for themselves. I think we’re going to see the effects of this shift coming through in the way that businesses are conducted, as it plays into management styles. So, I think it is going to be exciting for the industry as a whole.” It is widely recognised that outsourcing maintenance requirements can help organisations overcome issues like skills shortages. The report found that more than 60% of respondents are outsourcing some form of maintenance requirement, with a gap in skills being the top two reasons. On digital transformation, only 16% of respondents stated they use Industrial Internet of Things (IIoT) and fewer than one in five respondents said their company is planning a digital transformation in the next 12 months. However, RS believes this is because terms like IIoT and digital transformation aren’t ones operational maintenance people use. Condition monitoring, which uses IIoT, is being employed, according to more than half of the respondents. The top two technologies are vibration measurement – used by 44% of respondents – and current monitoring, used by 43%. The main benefits cited from using these technologies are understanding asset health (68%) and better prediction of failures (53%). Botfield concluded: “This report shows that in the face of a multitude of challenges, maintenance engineers are keeping the wheels of UK industry turning and facing up to these challenges. They should aim to bolster efforts by working with trusted suppliers who understand what they are trying to achieve and where the pain points lie. This will allow them to achieve the best value for money for the organisation.” The RS and IMechE ‘Industry In Motion’ 2023 Maintenance Engineering Report,’ can be downloaded in full at: https://uk.rsonline.com/web/content/m/imeche-report £2 million programme to tackle sustainability challenges in the UK manufacturing industry Digital Catapult and the High Value Manufacturing (HVM) Catapult have been awarded £2m from the Department for Science, Innovation and Technology (DSIT) to accelerate the adoption of digital solutions specifically designed to tackle major sustainability challenges in the UK manufacturing sector. The two Catapults will work alongside industry partners and innovative small businesses to transform the country’s manufacturing sector by using advanced digital technologies to deliver greater resource efficiency and energy efficiency (REEE) as part of the industry’s journey to net zero. Both Catapults are part of the national Catapult Network of leading technology and innovation centres established by Innovate UK, and the project is funded by the Made Smarter Innovation Challenge at Innovate UK. The Made Smarter Innovation Sustainability Accelerator will facilitate sustainable economic growth by expediting adoption of industrial digital technologies (IDT) in manufacturing - a traditionally long and costly process. The programme comes amid growing demand to transition manufacturing towards net zero and help the industry meet the UK Government’s environmental objectives. The manufacturing sector contributes over 11% to UK GVA but 12% of UK greenhouse gas (GHG) emissions, and the Government’s 2017 Made Smarter Review into industrial digitalisation set out a 4.5% target reduction of CO2 emissions. In the 2021 Net Zero Strategy, a legally binding target of 68% reduction in
News 08 | Plant & Works Engineering www.pwemag.co.uk June/July 2023 Successive British Governments seem unable to stick to a long-term plan for economic growth. Instead, Businesses see a never-ending cycle of new initiatives and short-term fixes that fail to deliver sustained results. This endless chopping and changing masks a myriad of other remit reforms, the most prominent examples being the bouncing backand-forth of higher education and skills policy (including apprenticeships) between the education and business departments. The same can be said for energy policy. While trade has sometimes been the responsibility of the business ministry and at other times of its own bespoke trade department. As a new report launched in May from Make UK shows, many businesses are warning that a habitual short-term focus on quick fixes and political publicity stunts from successive governments is impeding economic development. Inconsistency in public policy breeds uncertainty in private industry. That prevents businesses from planning effectively so instead of incentivising investment, it incentivises intransigence Of course, a long-term industrial strategy is not without its challenges. It means making difficult decisions about where to allocate resources, what to prioritise and what to sacrifice. It requires the political will to take risks. Yet the alternative, as we are now seeing, is stagnant productivity, increasing inequality, and low or zero economic growth. A modern industrial strategy will require a significant, game-changing shift in the way policymakers approach business and economic policy. The first step must be to agree on our industrial and economic ambitions. Over the last few years government’s approach to international trade has been to prioritise the quantity of our new partners rather than the quality of those relationships. Attachment theory is instructive about how to form more productive partnerships. It is imperative we set clear expectations from the start about what we wish to gain in future trade deals, as well as what we’re willing to give in return. Make UK has proposed establishing a Royal Commission on Industrial Strategy to help determine a cross-party consensus on these issues. That knowledge should then inform and underpin all economic policymaking. A strategic approach also means sticking to the plan. One option might be to re-establish the independent Industrial Strategy Council to oversee and guide industrial strategy. The Cabinet Office could then be given responsibility for working across government, business, trade unions and other stakeholders to agree firm goals and targets, and put in place policies and practices to monitor progress and ensure accountability across all levels of government and industry. The lessons of attachment theory are clear. Consistency and clarity are as essential for nurturing personal development as they are for economic growth. The UK needs a stable policy environment to support businesses and workers and create the conditions for sustained growth. Through a long-term industrial strategy we can build an economy that works for everyone, now and into the future. By MAKE UK chief executive, Stephen Phipson MAKE uk - the manufacturers’ organisation monthly news comment GHG emissions by 2030 was also included. To overcome the difficulties associated with sustainability in manufacturing, five industry partners will work with Digital Catapult and HVM Catapult to scope and define two realworld sustainability challenges each. Ten startups will join the programme to prototype and pilot innovative solutions to these challenges that utilise artificial intelligence (AI) and other digital technologies. Supported by experts at Digital Catapult and HVM Catapult, the startups’ solutions will help the five manufacturing partners improve productivity, cut costs and drive down carbon emissions. Over the course of the two-year programme, it is estimated the industrial partners will generate a combined £2.75m in value from their initial £625,000 investment. Katherine Bennett CBE, HVM Catapult CEO, said: “Without doubt, sustainable manufacturing must be the number one priority for the sector, and the development and integration of new and existing industrial digital technologies is critical to this. “By bringing together industry heavyweights, technology developers and subject-matter experts to prove-out ideas and develop them rapidly, this programme can find solutions to the biggest challenges facing manufacturers right now. Through this, we can deliver a UK manufacturing sector that is resilient, flexible, productive and – vitally - environmentally sustainable.” Jeremy Silver, Digital Catapult CEO, added: “The UK’s vibrant tech startup sector is a deep well of untapped opportunity for manufacturing industries. Resource and energy efficiency gains are examples of the ways in which advanced digital technologies - and the innovative startups that use them - support growth and sustainability gains for industry through new products and services that can disrupt traditional approaches.”
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10 | Plant & Works Engineering www.pwemag.co.uk June/July 2023 Insight Can you explain the T-Cards concept. PH: T Cards is a very simple idea where you have important details noted on a card that can be moved around a board. The key “identifier” information is visible whilst the card is in the T Board. When the card is taken from the board you can have as much or as little additional information. The card’s location on the board communicates to anyone who looks at that board the status of that task or item. It is “information at a glance”. Can you tell me about the history behind the creation of T-cards, how your father developed it, and how you got involved. PH: The idea of T Cards originally came from France in the 1950’s. The first system was called Strafoplan, a modular system with 5 different sizes. We still have the patents and the tooling for this system. The system was introduced into the UK in the early 60’s with Peter Williams Business Machines in Erit, Kent being the main supplier in the UK. My Father, who had a small printing company, knew the sales reps of Peter Williams through playing golf. He was asked if he could print on a T Card as it was a difficult and costly thing to do. He found a way of printing both on card and NCR (or duplicate) sets where you could have a copy of a card in more than one T Board. Over the years he built a successful company, but all the while he was building knowledge of how companies manage their processes. He became a supplier of the T Boards as well as the T Cards and the product became less important to Peter Williams, so they sold the system to him. First my sister, Sarah became involved with the business, she had been a consultant for the Industrial Trainee Board in the late 80’s and early 90’s and when that was replaced, she came into the business to help Fred. Her experience gave a big boost to the business. A few years later I got involved albeit, rather by accident, although I always felt an affinity with the T Cards product. I grew up with it having helped dad in the workshop from an early age. Dad also went out and installed the systems for some clients, I used to go as his assistant. It was a great experience going to all these different types of companies. In most cases they didn’t realise he was the boss and was just “the fitter” and sometimes receive a tip for his enthusiasm and help in getting them setup. They wouldn’t happen now a days. What was your father’s background? PH: Born in 1935, he went to school locally in Addington. Left school when he was 14. He was Conscripted into National Service with the RAF serving in Egypt during the Suez crisis. De-mobbed he trained as a paper maker at the Reeds Papermill in Aylesford Kent. His mother was widowed during the war after his father was killed in an accident whilst on duty as a local policeman. He was checking the local area one night but was killed when a German Bomber dropped its bombs on a local pub which he was “inspecting”. He had previously been a successful businessman and left a plot of land where my Father would later build our factory. Dad soon left Reeds and after working as a salesman for a die stamp stationery company decided to setup his own print business in 1964. Did you always want to join your father in the business? PH: No, I intended to have my own career having specialised in Packaging Technology and was working in Germany advising companies on Packaging Legislation – “Der Grune Punkt”. At the time all the exgraduates I spoke to dreamed of having their own company and I thought; well, there is one already waiting there for me to make an impact”. In 1994 my father had fallen ill, whilst my sister Sarah was pregnant with her first child. We all spoke and Sarah said, “if you had ever thought about joining the business soon would be a good; time so, take some time to think it over and let us know in a couple of months”. I did not hesitate to return to the UK and help with the business. What have been your most memorable moments working at the company? PH: There have been so many exciting moments, each day is always different. In the beginning I was really pleased with developing the profile and branding of T Cards Direct. For the first 10 years I mainly spent time 60 years of information-at-a-glance! Phil Heine is celebrating T-Cards Direct’s 60th Anniversary. Developed by his father, the company has played an important role in the engineering sector throughout this period and PWE caught up with Phil to learn a bit more about the concept and history of the company. T-Cards Direct’s online system in operation L-R: Phil, Sarah and their mum
Insight June/July 2023 www.pwemag.co.uk Plant & Works Engineering | 11 visiting clients across the whole country. I’ve met some amazing people and seen some interesting companies across the spectrum. This gave me a great understanding of business needs for visual planning in a broad scope of businesses. What challenges have arisen over the years? PH: Developing T Cards Online has been a steep learning curve for us a company. I’ve almost re-skilled and learnt a lot about coding and software licencing. It is like print in a lot of ways making sure we put in the checks and balances before releases. When we were at exhibitions everyone said why not have a digital version. We initially thought it would damage the demand for manual systems but in fact the opposite has happened. We now have another string to our bow. It has been a challenge to demonstrate to people just what a flexible and versatile tool it is. Companies always try and make things more complicated than it needs to be and wrap themselves up with processes and analytical tools. What motivated your father to drive the business forward and would he have been concerned about the move to online? PH: Fred was “that” generation, he very rarely stopped. He took a lot of joy with making the business grow, setting the foundations for future generations as he saw it. He was very proud that Sarah and I joined the business, although he would never admit it to us. A great advocate of change and improvement he was always trying to make things more efficient and better and took great interest in technology and what it could give us. I think it might have been a little perplexing, but he would have seen the development of an Online system as natural progression. I remember him saying regularly “Don’t make it about the money, it’s not good just to do things for money. We work to live not live to work but take satisfaction of doing a job well done.” How has the T-cards system changed over the years? PH: I’ve seen massive change in 25 years. Every company used to have a visual planning system and T Cards were used for everything from pallet racking to keeping track of staff rotas at HM Immigration. Of course, that has mostly gone with some amazing systems out there making things so much more efficient. However, it never ceases to amaze me the new applications T Cards are used for. Clients come to us and say: “I have an issue; can you design a system to do this; but I need it on the wall so all the staff can see and update it without having to log in!”. Also, we see the same issues keep returning, whether it is Health and Safety; Task or Workflow management; or just managing where people are, there are simple, quick, and easy ways to make these better for staff with a manual board. We supply on a monthly basis as many as we ever had. How does the T-Cards concept work now it has moved online? PH: T Cards Online has provided some excellent development opportunities. We have made it as intuitive as possible and backed that up with personalised support. The idea of creating your own system like you could with the manual boards is such a convenient way for companies. It has allowed some companies to make a jump to an IT solution in an environment where the skill sets within the business might not have otherwise been suited. The system is sold as a subscription so there is no initial outlay and being a website requires no resource investment. Just a broadband connection and it can be up and running within minutes. Set the layout of the T Board, define what information you want on the T Cards and set who can see and do. Users can then start managing tasks literally within minutes. We get a broad spectrum of clients. We attract those that don’t want the huge investment in time and money for a full all-encompassing system. Others don’t want to put all their eggs in one basket and having a separate workflow system means that if one thing is not working staff can continue with their day-to-day. Other companies hanging on for that investment but need something immediately come to us for a quick fix but often end up using us for years! This happens a lot. In other instances, a client might start using the system as a temporary measure, as they know change in the business is round the corner, like being bought out by another company. However, they’ve continued to use the system in the longer term as it works so well, and the alternative systems are not so flexible or don’t have the visual impact. It’s even been rolled out in reverse with T Cards Online being introduced into the buyout company. About 30% of the business is now online but this is growing each year. It takes time but we are in this for the long term. How has the online system changed the business? PH: The staff makeup has certainly changed. We now have dedicated coders and support staff. Whilst we do have home workers most like to use the office. The main issue is supporting our international clients from Australia, Singapore, UAE , Canada and California. In the early stages this was a little challenging with the time zones but we have processes and cover in place now. Do you see any limitations in the T-Cards concept in an everchanging manufacturing sector? PH: If anything, the concept is still to be realised. Most Business Improvement Ideology promotes and advocates visual representation of the status of work or tasks. For many this can be quite daunting, especially when communicating to staff who as we know don’t like change for the sake (as they see it). But it is made simple with T Cards in a format most are familiar with. Creating that feeling of ownership by stakeholders for systems is so much easier with something like T Cards Online as it is still almost tactile. T Cards Online genuinely turns catchy business phrases like into actual benefits. From a technology perspective, we are developing T Cards Online in a way that future proofs the software. At every opportunity we are updating the code with the latest technology, incorporating API end points so clients can hook themselves into the system. Making a socket so clients can plug their information into the system, if you like. We also have introduced a Workflow Engine where you can define actions and consequences. A What If function but much more powerful. This is still in its early stages of development but should help companies in the future as they meet more challenges. What are your hopes for the future of the business? PH: I can’t see the requirement for the manual systems dying, so I’m confidant of that side of the business. The demand is holding up which is really pleasing. For T Cards Online I have high hopes. My Nephew is one of the main developers of the site and I’m sure he will take the baton when we are ready. The system has huge potential with so many features added from our experience with visual planning, but I see the long-term business growth from bespoke development. The T Cards Online platform has already given opportunities for businesses to develop it further for their own specific needs. We can build “Custom Components” for clients that have dedicated requirements. Afterall everyone wants to do things slightly differently. The new generation: Phil’s nephew Joe
As industries continue to evolve and embrace digital transformation, maintenance management is undergoing a significant transformation in various sectors. The advent of Maintenance 4.0 is revolutionising maintenance practices in industries such as Life Sciences, Food and Beverages, Energy, Manufacturing, transportation and many more. These sectors are experiencing a paradigm shift driven by the integration of advanced technologies and data-driven strategies. The convergence of predictive maintenance, IoT integration, augmented reality, robotics and advanced analytics are reshaping the future of maintenance management across diverse industries. In today’s competitive business landscape, organisations across sectors face increasing pressure to optimise maintenance operations, reduce downtime, and improve asset reliability. Manufacturing industries are embracing Maintenance 4.0 to optimise production processes, reduce downtime, and improve asset reliability. Energy industry sectors, including thermal and renewable power generation and oil and gas, are leveraging the advancements in maintenance technology to enhance operational efficiency, improve equipment uptime, and maximise asset performance. The life sciences industry is implementing Maintenance 4.0 practices to ensure regulatory compliance, minimise disruptions in critical systems, and uphold stringent quality standards. Maintenance 4.0 presents a transformative approach that leverages cutting-edge technologies to help organisations achieve their goals. By embracing the common trends discussed in this article, businesses can align themselves with the Maintenance 4.0 paradigm and gain a competitive advantage. Predictive maintenance takes centre stage: The shift from reactive to proactive maintenance is gaining momentum across industries as organisations recognise the value of predictive maintenance strategies. By leveraging historical and real-time data, businesses can identify patterns, detect early warning signs, and predict potential equipment failures. CMMS platforms are evolving to incorporate sophisticated predictive maintenance modules, empowering maintenance teams to continuously monitor asset health and intervene in a timely manner. This proactive approach reduces maintenance costs, optimises resource allocation, and enhances overall equipment effectiveness, ensuring maximum operational efficiency and minimising unplanned downtime. IIoT integration for real-time monitoring: The integration of Industrial Internet of Things (IoT) devices has revolutionised asset monitoring and maintenance practices. Smart sensors embedded in Maintenance Matters Focus on: Maintenance 4.0 12 | Plant & Works Engineering www.pwemag.co.uk June/July 2023 Embracing Maintenance 4.0 Donal Bourke, Director of Sales at PEMAC discusses the common trends emerging in maintenance management across industries and the pivotal role of Computerised Maintenance Management Systems (CMMS) in the era of Maintenance 4.0. critical equipment capture real-time data on performance, temperature, vibration, and other crucial parameters. CMMS platforms are adapting to seamlessly integrate with IIoT devices, enabling real-time monitoring, remote diagnostics, and condition-based maintenance. This integration empowers maintenance teams with actionable insights, allowing them to prioritise maintenance tasks, improve asset reliability, and prevent unexpected breakdowns. Augmented Reality enhances maintenance efficiency: Augmented Reality (AR) technology is transforming maintenance practices by providing technicians with real-time guidance and information overlays. By wearing AR-enabled devices, technicians can access detailed instructions, interactive diagrams, and equipment manuals, all while performing maintenance tasks. CMMS platforms are evolving to incorporate AR capabilities, allowing technicians to visualise complex maintenance procedures, troubleshoot issues efficiently, and receive remote assistance from experts. The integration of AR streamlines maintenance workflows reduces human errors and improves overall maintenance efficiency. Mobile CMMS empowers field technicians: The rise of mobile devices has revolutionised maintenance operations, allowing field technicians to access critical information and perform tasks on the go. Mobile CMMS applications provide technicians with real-time access to work orders, asset information, maintenance history, and collaboration tools. Technicians can update work orders, record maintenance activities, and communicate seamlessly with the central maintenance team. This mobility enables faster response times, reduces paperwork, improves data accuracy, and enhances overall productivity. Advanced analytics and AI for smarter decision-making: Advanced analytics and artificial intelligence (AI) algorithms are transforming maintenance data into actionable insights. CMMS platforms equipped with AI capabilities analyse vast amounts of data to detect patterns, predict failures, and optimise maintenance strategies. With AI-powered anomaly detection and failure prediction, maintenance teams can schedule maintenance activities more efficiently, reducing unplanned downtime and optimising asset performance. These AI-driven insights empower organisations to make smarter decisions, allocate resources effectively, and achieve higher operational efficiency. Robotics and drones revolutionise maintenance operations: Robotics and drones have emerged as game-changers in maintenance management, enabling organisations to perform tasks more efficiently, safely, and cost-effectively. The integration of robotics and drones with CMMS platforms is redefining maintenance operations in several ways. Robots equipped with advanced sensors and actuators can autonomously perform routine maintenance tasks, such as equipment inspections, lubrication, and parts replacement. CMMS platforms are evolving to integrate with robotic systems, enabling seamless communication between robots and the maintenance management system. By automating repetitive tasks, organisations can free up human resources for more complex and strategic maintenance activities. Drones equipped with high-resolution cameras and sensors offer a unique advantage in inspecting and monitoring assets that are difficult to access
Focus on: Maintenance 4.0 Maintenance Matters June/July 2023 www.pwemag.co.uk Plant & Works Engineering | 13 The effect: Contact PEMAC today to discuss your maintenance management needs. E: sales@pemac.com | W: pemac.com T: )) &+& ,&% (()+ * typical savings seen Manpower utilisation improvements Spare part Rationalisation Admin savings with paperless Deferred capital replacement ABSOLUTE CMMS INTELLIGENCE - Asset management with intelligent metrics supporting future decision making - Enabling accurate predictive maintenance planning and improved cost efficiencies - Protecting, connecting and digitising your people and assets 10-15% 40% 15% *!%%% *! per user! eZg nZVg PEMAC Ad 09/20 vs2.indd 1 23/09/2020 12:22 manually. CMMS platforms are incorporating drone integration, allowing maintenance teams to plan and execute aerial inspections, capture visual data, and generate detailed asset reports. Drones enable quicker and more accurate inspections, reducing the time required for manual inspections and improving maintenance efficiency. By integrating robotics and drones with CMMS platforms, organisations can unlock the full potential of these technologies in maintenance management. Robotics and drones automate repetitive tasks, enable remote inspections, enhance data collection, and improve overall maintenance efficiency. CMMS platforms act as the central hub, capturing, analysing, and utilising data from robotic and drone operations, enabling organisations to make informed maintenance decisions, optimise resource allocation, and improve asset performance. Integration with enterprise systems for enhanced efficiency: To achieve comprehensive maintenance management, integration with enterprise systems is crucial. CMMS platforms are connecting with Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Supervisory Control And Data Acquisition (SCADA) and Asset Performance Management (APM) systems to streamline data exchange and collaboration. This integration provides a holistic view of maintenance activities, facilitates better coordination among departments, and improves overall operational efficiency. By aligning maintenance activities with broader organisational goals, companies can optimise resource allocation, reduce costs, and maximise asset utilisation. Skills and training will play a crucial role in ensuring the success of Maintenance 4.0 trends and the effective adoption of advanced maintenance technologies. As industries embrace the digital transformation of maintenance management, it becomes essential for organisations to equip their workforce with the necessary skills to navigate the evolving landscape. Technicians and maintenance professionals need to be trained in data analysis, predictive maintenance techniques, IoT integration, robotics, and other emerging technologies. Moreover, fostering a culture of continuous learning and upskilling is vital to keep pace with the rapid advancements in Maintenance 4.0. Ultimately, the combination of technology adoption and a skilled workforce will lead to improved maintenance efficiency, reduced downtime, and enhanced asset performance, driving the success of Maintenance 4.0 initiatives. Maintenance 4.0 is reshaping maintenance management across industries, bringing forth common trends spanning sectors. The evolving landscape of maintenance management requires organisations to adapt and embrace the transformative potential of Maintenance 4.0. By embracing the common trends discusses in this article organisations can unlock the full potential of Maintenance 4.0. These trends collectively drive operational efficiency, reduce costs, and improve asset performance. By leveraging the power of CMMS with Maintenance 4.0 trends, organisations can transform their maintenance practices, improving asset reliability, optimising resource allocation, and achieving higher operational efficiency. The convergence of these trends empowers businesses to make data-driven decisions, minimise downtime, and maximise productivity. The future of maintenance is here, and it holds great promise for organisations willing to embrace the transformative power of Maintenance 4.0. For further information please visit: www.pemac.com
In manufacturing facilities, proactive maintenance is vital to productivity ? it can reduce the risk of downtime, reduce waste and improve efficiency. Condition monitoring and preventative maintenance is particularly important when working with thermal fluids as manufacturers must maintain production, protect staff and remain compliant with regulations. Thermal oils can be heated to very high temperatures for extended periods during operations, which will, over time, cause the fluid to degrade — the rate of this process will accelerate if the fluid is not properly maintained. Early intervention Once a thermal fluid enters the system engineers are unable to visually monitor its condition and manufacturers will only be alerted to the condition of the fluid once it has Maintenance Matters Focus on: Condition Monitoring 14 | Plant & Works Engineering www.pwemag.co.uk June/July 2023 The benefits of preventative heat transfer fluid maintenance Clive Jones, managing director of thermal fluid specialist Global Heat Transfer, explains how proactive thermal fluid management is the key to safe and efficient operations. degraded to an extent where it impacts production — for example, food cooks inconsistently or chemicals will not blend. At this stage it is often too late, and manufacturers must cease production to solve the problem and prevent damage, which can be time consuming and costly. Effective thermal oil maintenance can ensure regulatory compliance, while reducing the risk of costly downtime and the risks associated with explosive atmospheres. By regularly monitoring the fluid and system as part of a preventative maintenance programme, engineers can gain better visibility over operations and intervene earlier. Specialists should regularly sample fluid when the system is hot, closed and circulating to gain an accurate representation of what is happening inside the system. A heat transfer fluid specialist can provide an analysis of the sample that represents the fluid’s condition from which manufacturers can take action and conduct any maintenance required. System monitoring The by-products of fluid degradation will impact the condition of the thermal fluid system, so proactive system maintenance is as important as fluid maintenance. Conducting regular system walk-rounds enables engineers to detect system issues before they impact production. During the inspection, engineers can monitor gauges to understand what is happening inside the system and look out for shaking pipes or slow production areas. Early intervention to solve these problems, by proactively cleaning, fixing or replacing parts, can increase uptime, reduce energy usage and lower maintenance costs. Over time, parts of a heat transfer system will begin to wear, reducing overall efficiency. As well as concentrating on proactively
Focus on: Condition Monitoring Maintenance Matters maintaining core components of the system, manufacturers can prepare for when that part breaks down. Keeping critical spares on site, such as pump cartridges, parts for the heater or burner and spare fluid for topping up the system, can be integral to system management. Around the facility Just like fluid and system maintenance can improve productivity, making changes around the facility can also positively impact operations. In particular, environmental conditions, such as temperature or humidity, can affect how a heat transfer fluid system operates. Temperature control is important in processes that require indirect heat transfer as the operating temperature of fluid will impact product quality, for instance products may burn if overheated. When controlling the temperature of the fluid and system, manufacturers must also consider how the heating process will impact the entire facility. If the system, or other machines in the facility, exceed their intended operating temperatures it can lead to equipment failure — electronic panels, for instance, can begin to fail once they exceed 40 degrees Celsius. Installing insulation across the system pipework enables engineers to better regulate temperature. Non-porous insulation, such as blown glass, works well in these applications because if the fluid leaks, the insulation will not absorb the fluid, reducing the risk of fire. To comply with industry regulations such as The Dangerous Substances and Explosive Atmospheres Regulations (DSEAR) of 2002 and UKEX (formally the Explosive Atmosphere Directive (ATEX 137)) in the UK, manufacturers using heat transfer fluids must take proactive steps to assess potential risks and implement measures to eliminate them as much as possible. Thermal fluid is classed as a dangerous substance, but when monitored routinely and proactively managed, it will give great service for many years which is safer, more sustainable and financially viable for manufacturers. T: +44(0)1443 772500 E: sales@measuremonitorcontrol.com Breathing Air Quality is Not Worth Risking Lives Over! Depend on S606 for 24/7 Monitoring S606: The first choice for continuous analysis to EN12021 standards for gases, dew point and oil vapour Fully compliant with EN 12021 for consistently accurate and repeatable measurements Modbus RTU/TCP compatible with BMS/SCADA Programmable alarms Integral data logger
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