Preparing for the future

Exploring the World Economic Forum’s Readiness for the Future of Production report 

In January, the World Economic Forum (WEF) launched its first Readiness for the Future of Production report, which revealed Britain to be one of just 25 countries in a positive position to benefit from the fourth industrial revolution. Here, Nick Boughton, sales manager at leading systems integrator Boulting Technology, explains the key findings of the report and what it means for UK manufacturers. 

Some of the world’s richest and most powerful people, including Donald Trump, Justin Trudeau, Theresa May and Emmanuel Macron took to the snowy Swiss town of Davos in January for the WEF’s annual meeting. Since its humble beginnings in 1971 as a management forum, the event now sees over 3,000 of the world’s leading business, financial and political figures discuss a variety of topics that can aid in improving the state of the world.

As part of this year’s meeting, the WEF launched its Readiness for the Future of Production report, which details a new framework assessing how well positioned global economies are to benefit from Industry 4.0.

The framework is made up of two key components: structure of production, which measures a country’s scale of production and drivers of production, which looks at the key enablers that allow the country to capitalise on Industry 4.0.

Japan was identified as leading the way in current baseline production, while the US is best positioned to capitalise on Industry 4.0 in order to transform manufacturing production systems.

How ready is the UK?
While the UK has a long history of manufacturing, in recent years the industry share in its economy has declined from 25 per cent in the 1970s to less than 10 per cent in 2017. This decline in market share has had a significant impact on jobs and indeed the number of manufacturing facilities around, with many shutting down due to production being cheaper abroad. 

Despite the fall in market share, the UK has a strong ability to innovate and is leading the way in high-tech manufacturing industries such as aerospace and pharmaceuticals. This has led to the creation of the smart factory, where machinery and equipment are able to improve processes through automation. Between January and October 2017, the UK aerospace industry grew by a rate of 9.8 per cent, making it the fastest growing aerospace market among G7 countries.

The pharmaceutical sector is also set to strengthen its position following a period of decline. The recent investment by Accord Healthcare, which opened a state-of-the-art factory in Fawdon earlier this year, creating between 350 and 500 new jobs, is one of many examples of growth in the market. 

The rise of the smart factory has resulted in a definite skills gap, however, with many manufacturers not having appropriately trained staff to capitalise on the benefits of technologies such as robotics. The UK Government has put plans in motion to tackle this issue with the launch of the Made Smarter review, which looks at three of the industry’s key challenges: leadership, adoption and innovation.

Drivers of production
In order to support the development of the global manufacturing industry, the WEF’s report identified six drivers of production that represent the factors and conditions that need to be met to capitalise on Industry 4.0 technologies. These drivers are technology and innovation, human capital, global trade and investment, institution framework, sustainable resources and demand environment.

Drivers of particular importance for system integrators are technology and innovation and human capital.

Technology and innovation
Emerging technologies such as edge computing, digital twinning and virtual reality are reliant on a strong technology infrastructure. While the UK is a leader in innovative technologies, many manufacturers fall at the first infrastructure hurdle due to a lack of connected devices and the ability to effectively analyse and make use of the data produced by their equipment.

With many systems, such as motor control centres (MCCs) and programmable logic controllers (PLCs) having a long-expected lifespan, older devices do not have the capability of connecting to a wider network unless retro-fitted with the appropriate sensors and communication packages.

Once connected, digital security and data privacy can become an issue. To counter this, manufacturers must have a strong cybersecurity policy in place when adopting new technology.

Human capital
People are often critical of transforming production facilities. If the workforce doesn’t evolve, a business has no hope of changing its operations. The introduction of new technologies has led to a change in the skills required by manufacturers, with many struggling to adapt and therefore missing out on the benefits of the Industrial Internet of Things (IIoT).

In the coming years, there will be a further shift in production from labour-intensive roles to those that are more knowledge and skills based. With this shift, fears of job losses have risen once again. According to a YouGov survey, 13 per cent of employers think that more than 30 per cent of jobs will become automated in the next 10 years. While some jobs will be managed by industrial digitalisation technologies (IDT) such as robots, many new roles will be created that are more skills based.

With this in mind, the UK Government’s Made Smarter review will be key to ensuring the manufacturing industry is fully equipped to benefit from Industry 4.0. As new roles are created, the training of new staff and re-training of existing employees will be vital in addressing the skills gap created by the evolution of technologies.

Boulting Technology is tackling the skills gap head on with ongoing training and development for all staff and a robust apprenticeship programme. As new technologies are introduced, it’s important that staff undergo relevant training to effectively incorporate new technology into their work. All Boulting Technology employees are encouraged to undertake continuing professional development (CPD) and are supported by the business to do so.

The Readiness for the Future of Production report and the Made Smarter review will play significant roles for those looking to drive innovation through Industry 4.0. For manufacturers to truly benefit from IIoT technologies, they must transform their internal infrastructure, which includes staff capabilities. By not doing so, the UK’s position in the WEF report will no doubt slip in years to come.

Energy efficiency expectations

According to the Data for the Public Good report by the National Infrastructure Commission (NIC) in December 2017, a digital twin of UK infrastructure is necessary to identify inefficiencies in national energy use. Here, Nick Boughton, sales manager at systems integrator Boulting Technology explains how to manage energy efficiency across sectors. 

Inefficient machinery, which increases wasteful energy use, is a key area of improvement for many businesses, as a way of complying with the Carbon Trust’s Industrial Energy Efficiency Accelerator (IEEA). You can’t manage what you can’t measure, so the first step towards the efficient management of energy is an analysis of unique energy requirements. 

Energy demand
With a few exceptions, such as Liberty Steel in Newport, which renewed its entire production process as part of its green steel strategy, ahead of reopening in 2015, a complete process remodel and brand-new methods are often unrealistic or impossible. It could also be that the result is even less efficient than the process being replaced; because new doesn’t necessarily mean better. Instead, gradual improvements to machinery, maintenance and operating processes are the focus for many engineering and manufacturing directors, with incremental improvement the focus.

Data centres, which traditionally operate using a hot aisle/cold aisle cooling method, have become the infamous energy inefficiency example. In this scenario, server racks are lined up in alternating rows, with cold air intakes facing one way and hot air exhausts facing the other. Typically, cold aisles face air conditioner output duct and hot aisles face air conditioner return ducts.

Optimum server operating temperatures range between 20 and 24 degrees Celsius, but with Moore’s Law stating that processing power for computers will double every two years, the heat produced by the state-of-the-art machinery within data centres will only increase.

For data centres, investing in more efficient cooling methods such as on-rack cooling is necessary to provide energy efficiency, while avoiding equipment damage from overheating. On-rack cooling replaces the back doors of an enclosure with a heat exchanger, bringing the cooling equipment much closer to the heat source. This can eliminate the hot aisle/cold aisle row arrangement as there’s no need to worry about hot and cold air mixing because hot air never enters an ambient space. 

A similar scenario is playing out in manufacturing plants, particularly those embracing industry 4.0 and choosing to use local edge computing rather than making use of the cloud.

Monitoring
Surveys, which provide a top-down approach to ensure no part of a plant is overlooked and no piece of machinery is missed due to oversight, should be carried out regularly by facilities managers to meet energy efficiency requirements.

However, a more specific approach must be taken by energy managers, when a specialist piece of equipment, such as a pump centre is assessed. Boulting has many years’ of experience working with pump centres, including the award-winning upgrade to the Thames Water raw water pumping station at Littleton. The solution implemented increased the site’s performance while making it more flexible, reliable and energy efficient. A complete redesign and manufacture of pump impellers improved pump efficiency, resulting in an improvement from 80 to 87 per cent.

Using their experience, Boulting’s engineers suggest innovative solutions that reduce energy waste. A holistic process, which analyses each plant’s unique requirements, ensures the engineers deliver the best energy efficiency improvements possible, increasing return on investment.

The measures Boulting’s experts apply range from replacing cables or executing a maintenance plan to replacing an essential piece of equipment such as a motor control centre with a smarter model equipped with monitoring abilities

The future
Smart sensors will be installed on much new machinery, as more process plants, data centres and even offices begin taking advantage of the industrial internet of things to deliver a variety of benefits, including remote monitoring and digital twin enabled design. The data captured by these sensors will build on the surveys currently employed, allowing for efficiency decreases to be recognised and counteracted immediately. 

Because sensors will be built directly into components, such as motors, inverters, gears and bearings, manufacturing and engineering directors can sleep soundly, without worrying that inefficiencies are creeping into the application.

Whether the facility in question is a data centre, office or processing plant, the most powerful way to reduce energy loss is through a holistic and overarching process, which can be supplemented by correct use of data from in-built sensors alongside other methods such as surveys and digital twins. In the future, we won’t just see the National Infrastructure Commission (NIC)’s predictions for a digital twin of the UK becoming a reality, we will also see a data-driven approach to maintenance being introduced across the board.

Predicting the future

The fourth industrial revolution is well underway and as state-of-the-art technology drops in price, many more industries are benefiting from smart factories. As a recent PwC survey found 72 per cent of companies expects to achieve advanced levels of digitisation by 2020, the reach of these technologies is only set to increase in 2018.

Here, Nick Boughton, sales manager at leading systems integrator, Boulting Technology shares his predictions for 2018.

In November, the UK Government announced that 2018 would be the Year of Engineering. This coupled with the launch of the Government’s Industrial Strategy and Made Smarter Review has signalled a major vote of confidence in the sector as it pledges to help make the UK a world leader in the Fourth Industrial Revolution by 2030.

With Industrial Digital Technology’s playing such a significant role in the transformation of the sector, what should manufacturers be investing in?

Real applications of virtual reality
Virtual reality (VR), which digitally simulates a product or environment and augmented reality (AR), where the digital product or information is projected on to a real-world background, have traditionally been consumer-focused applications, aimed mostly at gamers.

However, with equipment such as the Microsoft HoloLens now being aimed purely at business applications, this is changing.

Boulting Environmental Services uses virtual reality to provide its clients with a unique opportunity to immerse themselves in their projects, develop designs more clearly prior to beginning construction work and reduce mistakes.

Virtual reality will become prominent during the design of a facility and it could even have applications for building information modelling (BIM). Inputting computer-aided design (CAD) files into a VR application can allow the designer, engineer and client move around the product and facility, viewing it under a different light without the need to produce expensive prototypes. VR also has the potential to revolutionise training, particularly when working in hazardous environments. Engineers can explore and manage a range of scenarios without any risk to themselves or equipment.

Maintenance is where augmented reality comes into its own. AR can instantly provide important information to maintenance engineers wearing AR headsets while allowing them to keep their hands free.

For example, when combined with remote monitoring and dashboard user interfaces, the status of a drive or motor control centre can be visualised next to the system in question. This type of technology is already being employed by companies with multiple sites, allowing for the comparison of key performance indicators (KPIs) between plants, learning from one another to improve process efficiency and asset lifespan.

Similarly, when combined with a risk-based maintenance schedule such as Boulting’s BRISK, each piece of machinery can be colour coded according to the risk it poses to the plant.

The rise of artificial intelligence
Machine learning is a concept that has been around for decades, where the computer doesn’t rely on rule-based programming but instead operates using algorithms that can adapt and learn from data.

Closely related to this is artificial intelligence (AI), a branch of computer science aiming to build machines capable of intelligent behaviour.

One of the major benefits of AI is advanced data analysis, where data is collected, stored and analysed automatically.

Dependant on the results of the analysis, processes can be automatically altered, increasing productivity, reducing costs or even preventing production downtime. Combined with trend prediction and predictive maintenance schemes, efficiency and yield rates can be greatly increased across a manufacturing plant.

Smarten up your factory
Legacy systems were traditionally designed to operate in isolation and are often unable to connect to the wider network and the internet. However, since the advent of Industry 4.0, many plant managers are keen to connect systems and take advantage of the benefits of the Industrial Internet of Things (IIoT), including enhanced data collection, interpretation and use. The answer for many is to retrofit their systems to enable IIoT capabilities.

Smart sensors, data analysis systems and connectivity to the IIoT are just some of the benefits promised by the range of retrofitting options on the market.

The popularity of retrofitting existing equipment with these technologies using a maintenance budget is only going to increase. As equipment wears and requires replacement, the best choice for many will be a smart sensing motor or motor control centre which can connect to IIoT.

The introduction of Industry 4.0 technologies has left no stone or industry untouched over the past few years, particularly given recent price drops. 2018 is shaping up to be the year where new and exciting technologies such as VR and AI make their way onto the plant floor, making it truly a factory of the future.

Challenging designs

Sir Sean Connery, most famous for his award-winning portrayal of James Bond, once said “there is nothing like a challenge to bring out the best in man.” These are wise words as we all continually face our own challenges, throughout every aspect of life. 

Here, Ian McWha, key account manager at industrial systems integrator Boulting Technology, explores the importance of recognising and overcoming challenges when designing a switchboard. 

When plant managers look to install a new switchboard in their facility, they are often presented with a range of challenges that they must address. Identifying these challenges as soon as possible is imperative to the success of the installation and the functionality of the switchboard. If not addressed, these issues can have drastic consequences, causing production downtime or even damage to other systems and employees.  

Design challenges
Each facility is unique and as such will have its own design requirements, dependant on the function of the plant. 

Many plants have limited space that they are keen to maximise, so the footprint of the switchboard needs to be as small as possible, while ensuring its integrity is not compromised.

Boulting Technology’s designers are experienced in creating bespoke systems that meet client specifications, particularly in space-short environments. Bespoke MCC designs include, integrated back to back systems with shared riser and main distribution bars, custom made U shape centres, L shape units that fit round corners and bridges that extend above equipment and wall partitions. 

The specific needs of each job may also present additional challenges that the design engineer must be aware of. When working with pumping stations for example, a switchboard may be required to be near water. In these cases, the ingress protection (IP) rating, which classifies the degrees of protection provided against solid objects, dust, and water must be adhered to. 

As challenges are often individual to a facility, a unique switchboard may be the answer. Bespoke solutions such as Boulting Technology’s can make the most of limited space or other restrictions, while meeting client specifications exactly. 

Maintenance 
Forward planning is essential when installing new equipment, especially when establishing a regular maintenance programme. Planned and predictive maintenance is crucial to keep machinery working efficiently for as long as possible, avoiding production downtime. To solve this, plant managers should work closely with the switchboard manufacturer to develop a robust maintenance programme. 

Boulting Technology offers an all-encompassing maintenance solution, which includes a comprehensive survey that assesses control systems across a facility. An initial online survey assesses areas, such as obsolete parts, equipment life cycle and efficiency. 

From the survey, a series of multi stage recommendations provide a hierarchy of risk, allowing plat managers to focus on high risk critical systems in the first instance and implement an appropriate plan of action. 

Safety
Not properly addressing design challenges can cause safety issues. For example, it is essential that the switchboard has the correct rated short time withstand rating. This is the rating of current that the assembly can withstand for a set period of time without the aid of a short circuit protective device (SCPD). The short time withstand rating, used by engineers to determine the ability of the assembly to protect itself and other devices, is made up of two parts: the fault current rating in kiloampere (kA) and the duration time.

Manufacturers also need to be aware of the prospective short circuit current (PSCC) or fault current. The PSCC is the highest electric current which can exist in a system under short-circuit conditions. 

While engineers should always be aware of the PSCC, specific applications such as when operating transformers in parallel, can present dangerous situations if not managed correctly. 

Legislation, such as BS EN 61439 is the first step to ensuring switchboard safety. BS EN 61439 is a mandatory standard for all low voltage switchboard assemblies (LVSAs) and helps the manufacturer and plant manager ensure the board achieves acceptable levels of performance, safety and reliability. 

It is important to choose a manufacturer and integrator which understands the relevant legislation, how to meet them and how to ensure the product is safe, while also meeting customer requests and requirements. 

While meeting legislation standards is important, it does not automatically mean the switchboard is fit for the desired purpose. Safety requirements can easily be met without the equipment meeting client specifications or even working correctly. Legislation should be one of many considerations when installing new equipment.  

Thinking outside of the box means design challenges can not only be overcome, but can become useful, resulting in bespoke ideas and revolutionary products. This is just as true for engineers designing industrial products such as low voltage switchboards, as it has been throughout the brilliant Sean Connery’s life. 

Maintaining uptime

As John F Kennedy said in his state of the union address in January 1962, “The time to repair the roof is when the sun is shining”. Here James Davey, service manager at industrial systems integrator, Boulting Technology explains how, for high volume, low margin manufacturers a leaky roof might be very low down their list of priorities. 

High volume, low margin manufacturing is a challenging business model, typically applying to fast moving consumer goods (FMCG) or food and beverage manufacturers, particularly the makers of private label or generic products. These sectors make their businesses work by maximising production volumes and minimising overheads. If volumes are below forecast or overheads are above, the manufacturer risks slipping margins or even running at a loss. Worse still, some retailers may impose fines on suppliers who fail to deliver on time. 

The tightrope

For manufacturers, there are tough decisions to make about how much effort is required to maintain a plant at a level where breakdowns will be rare enough to ensure volume targets are met. In the low margin high volume world, money spent on preventative maintenance may be seen, by some, as wasted as there is no immediate benefit from the outlay and even long-term benefits are difficult to attribute to some earlier spend, since the benefit is typically no breakdowns, or something not happening.

On the other hand, plant operators might opt for reactive maintenance, which means waiting for something to fail, then trying to fix it as quickly as possible. The downside here is that the maintenance team might be faced with a difficult and time-consuming task and extreme pressure to get production going again. With thousands of possible failure scenarios, there is a risk that the information, spare parts, tools or knowledge may not be on hand to enable the problem to be fixed in a timely fashion.

In most cases manufacturers operate a combination of preventative and reactive maintenance, although since reactive maintenance is the priority, preventative maintenance may not happen when a plant becomes less reliable, meaning the situation becomes even worse. 

A safety net

The third way to tackle maintenance issues is to seek a flexible and tailored solution that meets specific requirements. In many cases this starts with a risk based approach to installed equipment, surveying what is installed and reconnecting actions to mitigate any risk detected. This might include the testing of spares and purchase of more and archiving information through software dumps in a secure, accessible location, identifying high risk systems.

In many cases there may be systems providing vital services, to a whole plant, perhaps locked away in a separate building and largely ignored. These systems, if they fail, would take the whole factory down in a matter of minutes and worse still, they might be more difficult to get working again than more familiar equipment next to production lines.

The whole story

The Boulting service team offer a 24/7 support service using dedicated engineers and UK wide coverage. This is the safety net that clients quite rightly want. Boulting’s holistic approach means that we work with clients and their maintenance teams to ensure that calls are a rarity and if they do happen, the augmented maintenance team, which includes both Boulting and the client, can be up and running as soon as possible. 

By taking this approach described clients may at last have time to think about fixing that roof.

Industry response to Greg Clark’s plans to unlock smart energy

Last week, business and energy secretary Greg Clark revealed the government’s plans to make a £246m investment in battery technology over the next four years. Here, Nick Boughton, sales manager at industrial systems integrator, Boulting Technology responds to the announcement.

The plans, which have been released by the government and Ofgem, will look to give households and businesses more control over their use of electricity and break down barriers preventing new technologies from entering the energy market.

Here at Boulting Group, we welcome the decision to transform the way homes and businesses store and use energy.

The National Grid delivers electricity to millions of people, businesses and communities across the country, however its role is changing. Although the nation has traditionally relied on large fossil fuel and nuclear power stations to supply electricity, many of these larger power stations are now being closed down. As a result, the supply mix has to evolve.

At present, over a quarter of the UK’s electricity is being generated by renewable sources such as wind and solar energy. However, one of the concerns with this method is that production is often at its highest when demand is lowest. This makes storage for energy generated this way a key priority to eliminate waste and harness its true production potential.

Using batteries to store renewable energy is by no means a new concept. However, batteries for this purpose are often big, expensive and have a limited lifespan. In these newly proposed plans, the government has committed to removing barriers to the introduction of new technology into the power network.

Continued advancements in battery power, including decreased costs, are vital for this form of energy storage being rolled out on a mass scale.

Over the coming months, we will be working alongside our clients and partners to explore the potential of battery technology in the industrial sector. Looking only a few years ahead, we envisage efficient battery storage being commonplace across industrial sites, office blocks and homes.

We look forward to seeing how the government and Ofgem’s plans unfold. 

Preventative maintenance for MCCs

Preventative maintenance prolongs motor control centre lifespan

The Beverly Clock has not been manually wound in more than 150 years, but its clever mechanism keeps it ticking with minimal problems.  In spite of this, the clock has stopped working on a number of occasions. However by cleaning, maintenance and environmental changes the clock has been kept in operation.  To keep a Motor Control Centre (MCC) running, it’s important that maintenance is done proactively to prevent costly downtime. Here, Pat McLaughlin, operations director of Boulting Technology, explains why preventative maintenance is so important for MCCs.

MCCs are often at the heart of a manufacturing plant, providing power for equipment across the site. However, their important role often goes unrecognised - for a long time there has been a ‘buy and forget’ attitude to MCCs. It is a common belief that once an MCC is installed, it can be left to run independently and maintenance is only needed in the case of a breakdown.

The problem with this approach is that an MCC fault, such as a starter failure, can lead to major downtime by causing loss of power to, or control of, plant equipment. The consequences of interruption to production can mean significant financial losses to a business. Even worse, if documentation is not kept up to date or spare parts are missing, there can be a considerable delay getting processes back up and running.

If the MCC is neglected for an extensive period of time, this can lead to a risk of catastrophic failure, which leaves companies not only with downtime, but also with a hefty investment to replace the equipment.

Life expectancy

When purchasing a new MCC, the manufacturer will specify the life expectancy, or expected obsolescence, of the equipment. All MCCs have a finite lifetime, but not all of them meet initial expectations. Typically the life expectancy is around 20 years, but in some of the worst cases where components have failed in less than two years; this is usually when a fundamental lack of maintenance and other significant factors such as a very harsh environment has dramatically reduced its life. Preventative maintenance is a key tool to ensure that the MCC’s life expectancy is upheld.

In order to prolong the life of the MCC and limit the risk of breakdown, companies can enforce a Planned Preventative Maintenance (PPM) regime that involves proactive maintenance activities typically every three to six months. Incorporating a structured maintenance regime means that potential issues can be corrected before major downtime and ensures regulatory compliance.

Regulatory compliance

If an MCC is produced in Europe, it will be manufactured in accordance with EN61439 — the standard that defines specific requirements for switchgear and control gear assemblies. If it is later modified, there is a risk that the MCC may no longer comply with this standard. When maintenance involves replacing or changing components, companies need to be mindful of the regulations. Maintenance staff should check for any modifications, and ensure that documentation is up to date.

A new MCC will come with an Operation and Maintenance (O&M) manual with clear instructions on what procedures should be put in place and how to keep the MCC healthy and in-line with regulations. Companies can use this to plan preventative maintenance, ensuring that all important components are checked.

Assessing the situation

To find out the condition of the MCC, maintenance staff can conduct several checks. These can be intrusive or non-intrusive, from simple visual checks to more complex analysis.

It is important to make checks to establish the cleanliness, verify any software and check and backup the parameters on programmable devices. These parameters need to be up-to-date with records. Maintenance staff can make visual checks to look for any discolouration or burnt out equipment.

As MCCs are often tucked away, there is also a danger that vermin can be present. This can cause serious problems with cables or connectors becoming damaged or even destroyed. Maintenance staff should conduct regular checks on the physical condition of cabling. If problems are identified, steps can be taken to restore the MCC to a good condition. If problems are recurring, it is important to remove the root cause.

Restoring the MCC to how it should be is similar to taking a car in for a service.

Common maintenance activity includes cleaning and tidying equipment, cleaning air filtration systems and fans to reduce overheating and replacing the batteries of backup systems.

When a breakdown happens, it is common for maintenance to use a quick fix to get production going as quickly as possible. If previous maintenance has been done for a quick fix, this needs to be resolved by restoring everything to the manufacturer’s specification.

The aim of this maintenance is to restore the MCC to its original condition. If any components show wear and tear, these can be serviced or replaced. If there is a problem with the MCC, companies can then perform the required maintenance.

Health and Safety

MCCs generally present very few health and safety hazards, except when performing maintenance activities. It is vital that companies and their employees are aware of the hazards and take sufficient precautions to manage them. Before working on MCCs, maintenance staff should test the equipment to see if it is ‘dead’, follow correct procedures in the O&M manual and wear correct personal protective equipment (PPE). A risk assessment and method statement should be produced for each maintenance activity.

Intelligent devices

Smart controls on the MCC can be incorporated into preventative maintenance regimes by logging, informing and indicating the operator of important information. The operator can interpret this information to gauge how well the rest of the plant is performing, allowing for predictive maintenance across the rest of the facility. Therefore an intelligent MCC can be used to flag up instantaneous problems in other parts of the plant, for example if a fan motor is pulling an unusually high current. This allows the operator to investigate and correct the problem before it leads to a larger failure. 

Intelligent systems can also store data over a number of days or weeks, meaning trends can be formed and any abnormalities identified well before they cause an issue. This allows more focused PPM regimes to be adopted. It also allows for feedback of results of maintenance activities in that trends should return to normal once they have been completed.

Planned, periodic inspections, simple visual checks and an up-to-date record of all maintenance and modifications are imperative for MCCs. To take things a step further, companies can use intelligent devices to predict where maintenance is required elsewhere in the plant. Proactive maintenance is key to MCCs meeting the manufacturer’s life expectancy. By ironing out any faults MCCs can run just like the Beverly Clock, which keeps on ticking.