Digitalization and Largest Electric Motor Test Bed Top Siemens Motor News

Digitalization and Largest Electric Motor Test Bed Top Siemens Motor News

There are electric motors and then there are electric motors. On my recent trip about an hour south to the Siemens electric motor manufacturing plant in Norwood, OH (a suburb of Cincinnati) I was often thinking about the line from Crocodile Dundee when the main character pulled out that child of a sword and Bowie knife and said, “Knife? That ain’t no knife. This is a knife.” When we start talking Medium Voltage motors at greater than 10,000 HP, that’s a motor.

Note: the one in red is a motor under test. Note the size versus the size of the person.

I’ve visited the plant a time or two before but wrote the news for magazines. Only a mention on my blog. When I was there in 2012, they talked about the transformation of the plant from a traditional old-school heavy manufacturing plant to a modern, lean, clean place to work putting out quality products.

The occasion for this visit was to view results of some significant investments by Siemens in maintaining Norwood as a state-of-the-art motor manufacturing plant. There are several new machines for precision machining of large parts. The pièce de résistance however was a new test bed and “Test Center Observatory” where customers can witness the testing of their motors in comfort with a dedicated Ethernet connection so that they can continue working during downtimes in the test process. A complete test regimen can last for several hours or even longer. Some customers come from other countries. Speaking as someone with experience traveling to witness tests on my products for certification, I’d have really appreciated this facility back in the day.

Before I get to the test bed, a brief discussion of digitalization and vibration.

Siemens has developed a digitalization methodology for motors called Drive Train Analytics. They are sensoring more and more in order to monitor and analyze a more complete virtual picture of the motor. Not surprisingly, they use Siemens Mindsphere sending data to the cloud using a variety of analysis tools. Customers have access to these tools in the observatory. Actually, customers could receive a complete virtual runoff of their motor back home. But engineers being engineers, they love to see the hardware in person. So they get both.

Aside from heat, the main killer of motors is vibration. Siemens has taken steps both to reduce vibration in the motor and to reduce ambient vibrations in the test process so that more accurate readings of the motor itself.

Working with customers who provide feedback from their use cases, Siemens developed a new shaft requiring new machining techniques. Some of the advantages of the new shaft include:

  • Eliminates variation due to fabrication and spider bar tolerances
  • Reduces required balance weight applied during rotor balance
  • Removes heat-treatment process
  • Improves rotor thermal stability
  • More predictable rotor lateral stiffness
  • Reduces stress concentration of weldment

The News-Test Observatory

With its celebration of more than 120 years of innovation, market and product leadership, technology and quality, Siemens’ Norwood Motor Manufacturing plant recently opened a new Test Observatory.

Opened in 1898, the Norwood facility has undergone a century of change, as the process to manufacture motors and the technology behind them has improved. Norwood has stood the test of time through three industrial revolutions and is one of the longest continuously operating Siemens’ plants globally. With Industry 4.0 upon us, the mechanical motor of old is now a connected device, a valuable plant floor asset capable of providing vast amounts of data with preventative and predictive analytics to ensure more productivity, efficiency and uptime.

With the largest motor test base in North America, Siemens can combine its century of industry leadership in motor manufacturing with an enhanced customer experience.  The new equipment extends Norwood’s testing range from 10,000 horsepower (HP) to 20,000 HP at frequencies from 10 Hz to 300 Hz, thus addressing the market’s increased use of variable frequency drives.  The new test observatory, akin to an executive suite, allows customers to participate by observing testing through bay windows, direct cameras and mirroring computers, which display real time critical data being gathered by sensors attached to their motor.

The project, which began in 2016, required the removal of 550 tons of soil and concrete from the site, excavating a 13-foot deep hole, driving 114 pilings for stability and building a huge concrete vault to securely support a fully loaded test stand.  The test stand weighs 360 tons and rests on a self-leveling air spring system designed to support 500 tons when loaded with motors and drives.

The testing equipment includes two Sinamics Perfect Harmony GH180 drives and two dynamometers.  Generating power to test a 20,000 HP motor requires significant amounts of electricity, and by recycling power to the grid, the new equipment reduces power loss by 90 percent.

“At Norwood, we test every motor that we produce or repair – some 30 to 50 tests per week – and these new facilities give us the ability to conduct as many as five motor tests at a time.” said Tim Bleidorn, Manager, Manufacturing Excellence. “We expect the customer witness tests to average two to three per week and as many as 120 per year.”

In addition to the new test base and observatory, the multi-million dollar investment in Norwood also includes WFL high-precision shaft making equipment and a high-speed balancer, key for two-pole applications at higher speeds and the ability to balance a rotor at up to 12,000 rpm.

“It’s exciting and I’m proud that Siemens is investing in the North American market. We have the No. 1 market share in AboveNEMA motors right now and these new capabilities send a strong signal to our customers and competitors that we intend to maintain that position,” says Ryan Maynus, AboveNEMA Product Manager.

With more than 100 patents, the 350,000 square-foot facility is a cornerstone to Siemens AboveNEMA motors.  The ISO-9001 certified plant has produced more than 150,000 high voltage motors since 1898. The Norwood plant produces horizontal AC induction motors up to 20,000 horsepower and voltage ranges from 460 to 13,200 volts. The plant also manufactures a complete line of large AC vertical motors up to 8,000 horsepower.

More Accurate Location Services

More Accurate Location Services

I met with the representative of an interesting company with a different take on indoor location services. Years ago I listened to a podcast called the Gillmor Gang and a famous (at the time) blogger Robert Scoble was always extolling the virtues of beacons. They will be everywhere and do all sorts of things, he repeated like a mantra.

Things got quiet, then I met Quuppa at Hannover Messe 2018. They have a beacon that has multiple antennas that does a better job of location than trying some of the older triangulation technologies.

The company has just announced a partner event, something that gives me an excuse to point you toward something interesting. I’m assuming that few if any of my readers are heading to Finland any time soon.

Quuppa, a Finnish company that delivers indoor positioning technology, announced its second annual partner event will take place June 5-7 in Helsinki, Finland. With a theme of “Defining the Future,” the event will feature speakers from Quuppa and its partner ecosystem, networking events and a Solutions Showcase Expo that demonstrates the current and future capabilities of real-time, global indoor location services and solutions. The event demonstrates the success Quuppa has had delivering on its go-to-market strategy that centers on providing an open positioning platform both in terms of hardware and software APIs, where each company focuses on what it does best, helping speed time-to-market.

The event will also highlight a day of presentations featuring “success stories,” with case study presentations that showcase the wide range of use cases for Quuppa’s unique indoor location technology. Featured success story topics include improving efficiency and customer experience in retail, asset tracking in large scale, Industry 4.0, manufacturing use cases from Japan, safety in a secure environment, generating business KPIs from location data, and employee safety indoors and outdoors.

Quuppa utilizes a unique combination of Bluetooth Low Energy (BLE) and the Angle of Arrival (AoA) methodologies, as well as advanced location algorithms that have been developed over the course of more than 15 years, to calculate highly accurate indoor positioning.

The Quuppa Ecosystem includes more than 70 best-of-breed companies worldwide that deliver best-in-class software solutions, tags and installation services, as well as system integrators and solution providers that offer end-to-end solutions. Companies across a wide range of industries, including manufacturing and logistics, retail, healthcare, sports, law enforcement and security, government and others rely on Quuppa and its ecosystem partners to unlock the full potential of indoor location-based services without compromising accuracy, compatibility or cost.

“Quuppa’s ecosystem continues to thrive, and our partner event is a place to gather and share expertise and best practices for global indoor location services,” said Fabio Belloni, head of Quuppa’s Partner Ecosystem. “What we are seeing more of as the ecosystem expands is partner companies seeking answers from their peers—not just from Quuppa—on wide-ranging topics such as how to launch a large-scale deployment, how to forge partnerships to grow in new geographic areas, how to best conduct a demo, and more. Companies are realizing they no longer need to develop everything on their own, they can choose best-of-breed solutions from our incredible ecosystem partners. It’s amazing to see how quickly the Quuppa Ecosystem is growing and the unique partnerships that are forming because of it.”

One such partnership that has emerged within the Quuppa Ecosystem is between Japanese motor manufacturer Nidec Corp. and Synapses Lab, an Italian technology design company. The companies work together utilizing Quuppa’s precision location technology, Synapses’ platform for tracking and 3D modeling, and Nidec’s electronics and engineering expertise to develop autonomous solutions that will deliver improved productivity and security in the manufacturing industry.

“Building a solid and reliable ecosystem is essential for our company,” said Domenico Mariotti, CEO and cofounder of Synapses. “Such a system enables us to tackle new challenges and different use cases every day, sometimes beating any expectations we ourselves had for our solutions.”

“In the Japanese manufacturing industry, some early birds are now trying to introduce IoT to their factories,” said Hiroshi Mochizuki, Small Precision Motor and Solutions business unit at Nidec. “They do not allow position data to have jitter, so Nidec decided to select Synapses’ platform utilizing the Quuppa Ecosystem. Synapses has successfully developed its platform, of which the filtering capability and database structure is duly optimized for Quuppa’s technology. Nidec strongly believes that problem-solving requests by its customers will be soon made, and good results in increase of productivity and security are expected to become visible in a short period of time, thanks to the availability of Synapses platform.”

Modernizing Manufacturing Operations With AI

Modernizing Manufacturing Operations With AI

Artificial Intelligence, always known as AI, along with its sometime companion robots leads the mainstream media hype cycle. It’s going to put everyone out of jobs, destroy civilization as we know it, and probable destroy the planet.

I lived through the Japanese robotic revolution-that-wasn’t in the 80s. Media loved stories about robots taking over and how Japan was going to rule the industrialized world because they had so many. Probing the details told an entirely different story. Japan and the US counted robots differently. What we called simple pick-and-place mechanisms they called robots.

What set Japanese industrial companies apart in those days was not technology. It was management. The Toyota Production Method (aka Lean Manufacturing) turned the manufacturing world on its head.

My take for years based on living in manufacturing and selling and installing automation has been, and still is, that much of this technology actually assisted humans—it performed the dangerous work, removing humans from danger, taking over repetitive tasks that lead to long-term stress related injuries, and performing work humans realistically couldn’t do.

Now for AI. This press release went out the other day, “With AI, humans and machines work smarter and better, together.” So, I was intrigued. How do they define AI and what does it do?

Sensai, an augmented productivity platform for manufacturing operations, recently announced the launch of its pilot program in the United States. Sensai increases throughput and decreases downtime with an AI technology that enables manufacturing operations teams to effectively monitor machinery, accurately diagnose problems before they happen and quickly implement solutions.

The company says it empowers both people and digital transformation using a cloud-based collaboration hub.

“The possibility for momentous change within manufacturing operations through digital transformation is here and now,” said Porfirio Lima, CEO of Sensai. “As an augmented productivity platform, Sensai integrates seamlessly into old or new machinery and instantly maximizes uptime and productivity by harnessing the power of real time data, analytics and predictive AI. Armed with this information, every person involved – from the shop floor to the top floor – has the power to make better and faster decisions to increase productivity. Sensai is a true digital partner for the operations and maintenance team as the manufacturing industry takes the next step in digital transformation.”

By installing a set of non-invasive wireless sensors that interconnect through a smart mesh network of gateways, Sensai collects data through its IIoT Hub, gateways and sensors, and sends it to the cloud or an on-premise location to be processed and secured. Data visualization and collaboration are fostered through user-friendly dashboards, mobile applications and cloud-based connectivity to machinery.

The AI part

Sensai’s differentiator is that it provides a full state of awareness, not only of the current status, but also of the future conditions of the people, assets and processes on the manufacturing floor. Sensai will learn a businesses’ process and systems with coaching from machine operators, process and maintenance engineers. It will then make recommendations based on repeating patterns that were not previously detected. Sensai does this by assessing the team’s experiences and historical data from the knowledge base and cross checking patterns of previous failures against a real-time feed. With this information, Sensai provides recommendations to avoid costly downtime and production shutdowns. Sensai is a true digital peer connecting variables in ways that are not humanly possible to process at the speed required on a today’s modern plant floor.

About the Pilot Program

Participation in Sensai’s pilot program is possible now for interested manufacturers. Already incorporated throughout Metalsa, a leading global manufacturer of automotive structural components, Sensai is set to digitally disrupt the manufacturing industry through AI, including those in automotive, heavy metal and stamping, construction materials, consumer goods and more.

Porfirio Lima, Sensai CEO, answered a number of follow up questions I had. (I hate when I receive press releases with lots of vague benefits and buzz words.)

1. You mention AI, What specifically is meant by AI and how is it used?

Sensai uses many different aspects of Artificial Intelligence. We are specifically focused on machine learning (ML), natural language processing (NLP), deep learning, data science, and predictive analytics. When used together correctly, these tools serve a specific use case allowing us to generate knowledge from the resulting data. We use NLP to enable human and computer interaction helping us derive meaning from human input. We use ML and deep learning to learn from data and create predictive and statistical models. Finally, we use data science and predictive analytics to extract insights from the unstructured data deriving from multiple sources. All of these tools and techniques allow us to cultivate an environment of meaningful data that is coming from people, sensors, programmable logistics controllers (PLCs) and business systems.

2. “Learn processes through operators”—How do you get the input, how do you log it, how does it feed it back?

Our primary sources of data (inputs) are people, sensors, PLCs, and business systems. In the case of people on the shop floor or operators, we created a very intuitive and easy to use interface that they can use on their cellphones or in the Human Machine Interfaces (HMIs) that are installed in their machines, so they can give us feedback about the root causes of failures and machine stoppages. We acquire this data in real-time and utilize complex machine learning algorithms to generate knowledge that people can use in their day-to-day operations. Currently, we offer web and mobile interfaces so that users can quickly consume this knowledge to make decisions. We then store their decisions in our system and correlate it with the existing data allowing us to optimize their decision-making process through time. The more a set of decisions and conditions repeats, the easier for our system is to determine the expected outcome of a given set of data.

3. Pattern? What patterns? How is it derived? Where did the data come from? How is it displayed to managers/engineers?

We create “digital fingerprints” (patterns) with ALL the data we are collecting. These “patterns” allow us to see how indicators look before a failure occurs, enabling us to then predict when another failure will happen. Data comes from the machine operators, the machines or equipment, our sensors, and other systems that have been integrated to Sensai’s IIOT hub.

We trigger alerts to let managers and engineers know that a specific situation is happening. They are then able to review it in their cellphones as a push notification that takes them to a detailed description of the condition in their web browser where they can review more information in depth.

4. What specifically are you looking for from the pilots?

We are not a cumbersome solution, for us is all about staying true about agility and value creation. We look for pilots that can give us four main outcomes:

– Learn more about our customer needs and how to better serve them

– A clear business case that can deliver ROI in less than 6 months after implementation and can begin demonstrating value in less than 3 months.

– A pilot that is easy to scale up and replicate across the organization so we can take the findings from the pilot and capitalize them in a short period of time.

– A pilot that can help Sensai and its customers create a state of suspended disbelief that technology can truly deliver the value that is intended and that can be quickly deployed across the entire organization.

Schneider Electric Asset Performance Management Offering Shows Growth

Schneider Electric Asset Performance Management Offering Shows Growth

So last week I shared an update on Schneider Electric from the ARC Forum–mostly on cybersecurity. A helpful marketing person guided me to the press release with all the data that updated the software side of the week’s news–specifically asset performance management. For the most part the discussion did not center on product updates but on “increasing momentum surrounding customer adoption”. In other words, Schneider wanted to highlight an area of software not often brought to center stage and show that it is a growth area.

Kim Custeau (I misspelled her name in my last post, I believe–thank you autocorrect), Asset Performance Management Business Lead, shared how investments in the cloud, advanced machine learning, and augmented reality, coupled with new partnerships, have empowered customers.

“Defining and executing an asset performance strategy is a critical component to improving productivity while safeguarding business continuity,” she said. “We have been delivering proven, industry leading asset performance solutions for nearly 30 years, and continue to invest in a long-term strategy to drive innovation in this area. Our focus is to provide real value to our customers by empowering them to maximize return on capital investment and improve profitability. We are proud to see our customer results speak for themselves with significant savings.”

Machine learning and prescriptive analytics:

  • Duke Energy prevented an estimated $35 million cost from early warning detection of a steam turbine problem
  • Ascend Performance Materials now responds faster to alerts saving an estimated $2 million through avoided plant shutdowns

Augmented Reality:

  • BASF is implementing AR to improve asset performance, reliability, and utilization while increasing production efficiency and safety because technicians leverage an augmented digital representation of the asset.

Cloud and Hybrid Deployment:

  • WaterForce partnered with Schneider Electric to develop and IIoT remote monitoring and control system in the cloud that allows farmers to operate irrigation pivots with greater agility, efficiency, and sustainability.

New Partnerships:

  • MaxGrip and Schneider Electric announced a partnership to expand APM consulting and add Risk-based Maintenance capabilities. The APM Assessment is a first step for industrial companies to evaluate asset reliability and digital transformation strategy.
  • Schneider Electric and Accenture completed development of a Digital Services Factory to rapidly build and scale new predictive maintenance, asset monitoring, and energy optimization offerings. As a result, a large food and beverage company saved over $1 million in maintenance costs
Improve the Climate And Also Improve Business Profits

Improve the Climate And Also Improve Business Profits

Let’s put aside politics and just talk good business strategies. I had a boss. He was quite conservative on the political scale. It was the time of “sustainability”. He thought that was only liberal, tree-hugger gibberish. I told him–think money. Less waste equals more profits. Waste is unsustainable.

Those of us who think Lean, think about how to reduce waste.

As usual, where politicians bicker, businesses do things to improve profits while also benefiting the environment.

This report came to me.

WORLD-LEADING MULTINATIONALS ACCELERATING A CLEAN ECONOMY – RE100 REPORT

  • RE100 total renewable electricity demand of over 159TWh/yr is now equivalent to the 24thlargest country electricity use – ranking between Poland and Egypt;
  • 25 companies had reached 100% renewable electricity by the end of 2016; five of these in 2016
  • With three new members announced today, RE100’s 122 members are increasing renewables capacity globally, with operations spanning 122 countries.

LONDON: A rapidly growing group of ambitious multinational businesses are actively reshaping the energy market through their global investment decisions and accelerating a zero emissions economy, a new report release today (Tuesday January 23) shows.

‘Approaching the tipping point: how corporate users are redefining global electricity markets’, a new report from RE100 – a global corporate leadership initiative led by The Climate Group in partnership with CDP –  tracks progress made in 2016-17 by companies committed to 100% renewable power.

The report also provides insight into emerging trends in corporate sourcing of renewables around the world, with 122 RE100 members operating in 122 countries averaging 1.3 times more renewables in their electricity mix than the global rate of renewable electricity use.

Thanks to falling costs of renewable energy technology, there is a notable shift away from renewable energy attribute certificates towards direct contracts with suppliers, as well as onsite generation and offsite grid-connected generators (power purchase agreements, or PPAs) – meaning that increasingly, members are directly growing renewable energy capacity.

Specific findings in the report include:

  • 25 members had reached 100% renewable electricity by the end of 2016, with Autodesk, Elopak, Interface, Marks and Spencer and Sky reaching this goal during 2016, while Equinix and Kingspan surpassed their interim targets during the same year;
  • The biggest achievers in 2016 included Bank of America, Astra Zeneca and Coca Cola Enterprises Inc., whose share of renewable electricity increased more than threefold;
  • The proportion of renewable electricity being sourced via power purchase agreements grew fourfold in 2016, while the quantity of electricity sourced from onsite generation increased x15 (via supplier-owned projects) and x9 (via member-owned projects);
  • 88% of respondents cited the compelling economic case for renewable electricity as a major driver – with 30 out of 74 reporting that renewable electricity was either cost competitive or delivered significant savings on energy bills;
  • Policy barriers represent the most common challenge for RE100 companies, alongside a lack of availability of suitable contracts or certificates in some markets.

The report comes as government and business leaders gather at the World Economic Forum Annual Meeting in Davos, Switzerland, to discuss pathways to a sustainable economy, and a few days after Nike signed its second major wind contract, in Texas, US, that will take the company more than half way to reaching 100% renewable electricity globally as part of RE100.

Helen Clarkson, Chief Executive Officer, The Climate Group, said: “I’d like to congratulate every RE100 member accelerating the roll-out of renewable energy through their investment decisions. Their leadership is vital for overcoming policy challenges, shifting global markets, and inspiring many more companies to reap the economic benefits of renewable electricity. Rapidly growing demand from world-leading RE100 companies – and increasingly their suppliers and peers – means governments can confidently look to ratchet up targets in 2020 for slashing greenhouse emissions, to deliver on the Paris Agreement.”

Paul Simpson, Chief Executive Officer, CDP, said: “CDP data shows a jump in renewable energy procurement and that motivations are not only environmental but economic. With nearly 90% of companies driven by the economic case for renewables, this demonstrates a fast approaching tipping point in the transition to a zero-carbon economy.  These companies prove that energy is becoming a board level issue across the globe and sustainability is essential for future business security. Now, it’s time to tip the balance and make 100% renewable the new normal.”

Regional trends

The report also shows key findings by region:

  • In Europe, renewable energy has been the main source of electricity for RE100 members for the second year running. However, the lucrative PPA market is largely untapped; EU policy makers have an opportunity unlock its full potential through the next phase of the Renewable Energy Directive;
  • In the US, we have seen a major increase in the use of PPAs by RE100 members, with continued momentum on renewable electricity sourcing by major businesses, despite political uncertainty;
  • In India, the amount of renewable electricity consumed by our members has more than tripled, thanks to falling costs. The diversity of ways in which companies are sourcing renewables has also increased.

 

RE100 now brings together 122 global companies, with a collective revenue of over US$2.75 trillion and operations spanning six continents. Together they represent over 159TWh of demand for renewable electricity – more than enough to power Malaysia, New York State or Poland, and equivalent to the 24th largest electricity demand of all countries.

 

The Climate Group is an international non-profit organization, founded in 2004, with offices in London, Beijing New Delhi and New York. Our mission is to accelerate climate action. Our goal is a world of under 2C of global warming and greater prosperity for all, without delay. We do this by bringing together powerful networks of business and governments that shift global markets and policies. We act as a catalyst to take innovation and solutions to scale, using the power of communications to build ambition and pace. We focus on the greatest global opportunities for change. Our business campaigns RE100 (renewable electricity), EP100 (energy productivity) and EV100 (electric vehicles), brought to you as part of the We Mean Business coalition, help companies to reduce emissions, enhance resilience, and boost the bottom line. They champion leadership, encourage the sharing of best practice, and tackle barriers to action. Visit TheClimateGroup.org and follow us on Twitter @ClimateGroup and Facebook @TheClimateGroup.

Led by The Climate Group in partnership with CDPRE100 is a collaborative initiative uniting the world’s most influential businesses committed to 100% renewable power. Renewables are a smart business decision, providing greater control over energy costs and driving innovation, while helping companies to deliver on emission reduction goals. RE100 members, including Global Fortune 500 companies, have a total revenue of over US$2.75 trillion and operate in a diverse range of sectors – from Information Technology to automobile manufacturing. Together, they send a powerful signal to policymakers and investors to accelerate the transition to a low carbon economy. Visit RE100.org and follow us on Twitter @theRE100 #RE100.

CDP is an international non-profit that drives companies and governments to reduce their greenhouse gas emissions, safeguard water resources and protect forests. Voted number one climate research provider by investors and working with institutional investors with assets of US$100 trillion, we leverage investor and buyer power to motivate companies to disclose and manage their environmental impacts. Over 6,300 companies with some 55% of global market capitalization disclosed environmental data through CDP in 2017. This is in addition to the over 500 cities and 100 states and regions who disclosed, making CDP’s platform one of the richest sources of information globally on how companies and governments are driving environmental change. CDP, formerly Carbon Disclosure Project, is a founding member of the We Mean Business Coalition. Please visit www.cdp.net or follow us @CDP to find out more.

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