Energy Efficient Engineering

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When it comes to working with customers to solve lubrication and engineering problems, Adam McMurtrey relies on a lifetime of experience that goes all the way back to his childhood. For ExxonMobil’s Mobil Serv program, he works closely with industries ranging from lead mines to chicken rendering plants—always with energy efficient lubrication at the forefront of every solution. 

By Michelle Segrest, Navigate Content, Inc. - Reporting for ValveWorld, ValveWorld Americas, and Pump Engineer

Adam McMurtrey has a simple but effective process. “When I go to a customer in any type of manufacturing, I tell them that I do three things,” said McMurtrey, an industrial sales engineer for ExxonMobil Fuels & Lubricants Company. “I use the acronym ACE. I’ll analyze the operation. I’ll try to consolidate the lubricants and greases that they use to help avoid contamination and to simplify their process. And then I try to enhance their operation either by extending the life of the equipment, extending mean time between failures or time between overhaul or by extending the life of the oil.” Follow this link to read the full story. 

Isolate the Problem to Solve the Problem

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A small company president’s role involves much more than sitting in a corner office. Jody Millsap gets his hands dirty. “My personality is not that I can be content sitting in an office,” he said. “I like to interact with the customers, help with sales calls, and getting my hands on the equipment. President is just a title. You have to be a jack of all trades. I like to be out doing stuff and staying busy.”

By Michelle Segrest, Navigate Content, Inc. - Reporting for Valve World, Valve World Americas, and Pump Engineer

Solving problems for his customers is what sets Jody Millsap apart from the pack. “I love to investigate a problem and find a solution,” the 50-year-old president and owner of Water Solutions Engineering said. “This is what I really enjoy. This is one reason why I like to do consulting in addition to our regular work. The customer I started consulting with in 2012 had a 15-year-old problem. It was water related and we were able to solve it. This is what I really love to do—go in and help a customer solve an issue—to show what the problem was and show how we solved it. The gratification of doing that means the world to me.” To read the full story, please follow this link. 

Bourbon Boom Drives Distillery Expansion

Historic Kentucky spirits manufacturer doubles production capacity with minimal increase in physical space.
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By Michelle Segrest, Navigate Content, Inc. - Reporting for Efficient Plant Magazine

Nestled on the scenic Salt River in Lawrenceburg, KY, sits a unique distillery with Spanish mission-style architecture. Four Roses Distillery began producing bourbon on this site in 1910. Bottling and single-story rack warehousing are handled at a second facility at nearby Cox’s Creek.  Rich in tradition and history, Four Roses handcrafts 10 distinct bourbon recipes and is one of the largest bourbon manufacturers in Kentucky, a state that produces 95% of the world’s supply. Managers at the 130-yr.-old company decided, in 2015, to embark on a plant expansion that would double its yearly capacity from 4-million to 8-million proof gallons. The decision to expand was based on increasing and projected industry growth, but the plans included only a limited increase in square footage. Strategic space planning became an essential element. Follow this link to read the full story. 

PM Helps Eliminate DM

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Michael Flint drives a preventive-maintenance strategy at Brown University to help direct wasted man-hours toward reducing a large and growing deferred-maintenance backlog.

By Michelle Segrest, Navigate Content, Inc. - Reporting for Efficient Plant Magazine

Growing up on a dairy farm in western New York state, Michael Flint learned early the value of proper maintenance and the safe operation of equipment. He also learned the importance of properly caring for the livestock. Though he didn’t know it at the time, this experience prepared him for his current challenge—driving a seven-year program at Brown Univ., designed to redirect 57,000 work-process man-hours used to maintain 226 buildings covering 6.34-million sq. ft. at the Providence, RI, campus. Read the full article. 

Solution Seeking vs. Problem Solving

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For four decades, Stephen Matthews has been helping facility personnel improve reliability with a “boots on the ground” approach.

By Michelle Segrest - Reporting for Efficient Plant Magazine

You won’t find Stephen Matthews sitting in an office, and you won’t see him wearing a coat and tie. “I am totally embedded on the shop floor—100% of the time,” the veteran reliability consultant said. “Whether it’s in operations or in maintenance, I firmly believe that the shop floor is where everything happens. I also work on all shifts, and that is where you really see what is going on. I look like one of the guys, and I ask questions.” Matthews uses his 39 years of engineering, maintenance, operations, and reliability experience to work with companies on various projects in many types of asset-intensive industries. He is based in Montréal, but works with companies all over Canada, the United States, and even travels as far as Siberia, Russia, to help companies with various reliability-improvement programs. He evaluates work management, supply-chain management, and reliability engineering practices, in addition to identifying performance gaps and recommending short-, medium-, and long-term solutions. To read the full story, please follow this link. 

PdM Keeps Coating Company Operating

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Weekly planned maintenance and continuous improvement drive reliability for a finishing company that works on an extraordinarily tight schedule.

By Michelle Segrest, Navigate Content, Inc., - Reporting for Efficient Plant Magazine

Situated in the middle of the production process for its customers, Linetec, based in Wausau, WI, relies on critical processes, complex scheduling, and all systems working in sync to get products in and out of its finishing facility at lightning speed. To make this happen, production keeps moving at all times. The clock only stops one line at a time—in 12-hour weekly increments—for critical preventive maintenance. “The important story that we have to tell is one of reliability,” said Andy Joswiak, Linetec’s vice president of engineering and technical services and a 28-year company veteran. “We are right in the center of our customers’ business. We need to be reliable, and we need to be up. We have a maintenance staff that runs all the time with multiple and creative schedules.” Read the full article. 

Avoid Common Pump Spec Mistakes

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When it comes to keeping food and beverage pumps running efficiently, a pump expert identifies errors you should avoid.

By Michelle Segrest, Navigate Content - Reporting for Efficient Plant Magazine

For the past 30 years, Jim McCormick has been solving problems for his sanitary- and process-equipment customers. Most of the time, he says, these problems could have been avoided. “There are a lot of things I’ve learned over the years as far as things that can go wrong and why pumps fail,” said McCormick, director of sales and corporate development applications and technical sales engineer for SANI-PUMP Inc., Sanitary Pumps and Equipment (sani-pump.com, Chattanooga, TN).  “I’ve made a list of some of the reasons this happens. I work closely with my customers to hopefully avoid these common mistakes.” To read the full story, please follow this link. 

Designing to Meet Fluid Flow Challenges

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Special-project engineer Edward Hazinski has helped his Plast-O-Matic Valve customers solve reliability and efficiency issues for almost four decades.

By Michelle Segrest, Navigate Content, Inc. - Reporting for Efficient Plant Magazine

Edward Hazinski vividly remembers the first time he walked into a manufacturing facility. “It was the late 1970s and it impressed me that there were dozens of operators turning handles, assembling parts, and cranking knobs on all the machinery,” he said. Now, after nearly four decades working in manufacturing as a design engineer, the general manufacturing plant looks much different. “Now you see a few guys sitting in a control room that looks something like a space ship,” he explained. “Everything is automated. Robotics are everywhere. Now, practically anything that is manufactured is controlled by computers.” To read the full story, please follow this link. 

Integrating Automation into Manufacturing

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Draper Inc. experiences a century-long evolution of product diversity and manufacturing transitions while holding firm to its family-owned foundation. 

By Michelle Segrest, Navigate Content - Reporting for Efficient Plant Magazine

A few things have changed in the 115 years since fifth-generation, family-owned Draper Inc. opened its doors for business in the small town of Spiceland, IN, in 1902. There were no phones, no cars, and no computers. Less than 20 years ago, operators still used bulky, 5-lb. scissors to hand cut fabric shades and projection screens, and a seamstress would sit at a table and operate a traditional sewing machine with a foot pedal. Today, following a focus on lean manufacturing that began in 2000, automated machines do the cutting and sewing and much of the other manufacturing for the company that is located just 40 miles east of Indianapolis. Read the full story. 

Reliability on a Global Scale

Petrochemical plant in India commits to superior maintenance to build a world-class program.

By Michelle Segrest, Navigate Content - Reporting for Maintenance Technology Magazine

Enter the gates of the Reliance Industries Limited (RIL) Hazira manufacturing division site in Gujarat, India, to find perfectly manicured landscaping with plush trees, bright-green lawns, and flower beds containing thousands of daisies, basoras, exora, petunia, and other varieties decorating the entire 1,000-acre campus. Though visitors may feel as if they are at an exclusive vacation resort, deep within the beauty of the grounds, serious manufacturing is at work—27 individual chemical and petrochemical plants that operate above capacity and with superior maintenance, 24 hours a day, seven days a week.

Read the full story to discover the truly unique programs being implemented by this world-class manufacturing facility. 

Obsessed with Change

A transformation in management and culture, combined with an investment for future growth, revitalizes a 97-year-old tool-manufacturing company.

By Michelle Segrest, Reporting for Maintenance Technology Magazine

For Empire Level, giving new life to a company that was family-owned for five generations is more than an investment. It is an obsession. “There is a big difference between passion and obsession, and we are truly obsessed,” said Richard Gray, the senior vice president and general manager of Empire Level, Mukwonago, WI, a division of Milwaukee Tool Corp., Brookfield, WI. “Anyone can be passionate, but we go beyond that. We are obsessed about our brand being the best, obsessed about the quality of our manufacturing, obsessed about how clean our plant is, how happy our people are, and how well they are trained. We are obsessed about how much fun we have watching the company grow every day. This obsession really drives us.” To read the full story, please click here.