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Garry Studley (Mechanical Engineering)

Concept Level Project Plan P08452 – Fault Detection and Diagnosis in Rotating Equipment for the Energy Industry. Garry Studley (Mechanical Engineering). Concept Level Project Plan. Project Name Fault Detection and Diagnosis in Rotating Equipment for the Energy Industry Project Number

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Garry Studley (Mechanical Engineering)

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  1. Concept Level Project PlanP08452 – Fault Detection and Diagnosis in Rotating Equipment for the Energy Industry Garry Studley (Mechanical Engineering)

  2. Concept Level Project Plan • Project Name • Fault Detection and Diagnosis in Rotating Equipment for the Energy Industry • Project Number • P08452 • Project Family • Sustainable Technologies for the Global Marketplace • Track • Sustainable Design and Product Development • Start Term • 2007-2 planned academic quarter for MSD1 • End Term • 2007-3 planned academic quarter for MSD2 • Faculty Guide • Dr. Margaret Bailey (Mechanical Engineering) This is confirmed. • Faculty Consultant • Dr. Elizabeth DeBartolo (Mechanical Engineering) My choice because I am taking a class with her that teaches nondestructive inspection techniques. • Faculty Consultant • Dr. Mark Kempski (Mechanical Engineering) I would choose Dr. Kempski due to the need for integration into Dresser-Rand’s Control Systems and the Vibration aspect. • Primary Customer • Scott Delmotte, Dresser-Rand Company – This is confirmed (Possibly working with Joe Tezca).

  3. Phase 0: PlanningMission Statement Product Description Design and build a health monitoring system for some piece of turbo machinery (most likely a compressor). The system would detect impending failure, operation outside design specifications, and performance issues though data acquisition and monitoring of key parameters. Common sources of failure will be collected from customer knowledge and compiled into a robust library. Issues could then be addressed as needed. Key Business Goals • Identify problems in operations of machines so a solution or a replacement can be issued before impending failure occurs. This would save on shutdown time and any other unneeded failures or expenses. • Dresser-Rand hopes to open a new market to its business by testing the feasibility and effectiveness of the system. This would hopefully strengthen existing client relationships. • The project could provide for greater efficiencies of turbo machinery without undesired shutdown time due to failure ($$$). Primary Market The Primary Market is Dresser-Rand Co. • Product would be used in support of the operation of turbo machinery. • Future plans could include mass implementation on the turbo machinery industry (oil, power generation, etc). • Could offer replacement parts/services sooner on all machines in the industry. Secondary Market Oil Pumping Companies, Power Plants, Pipeline (Natural Gas) • Regardless of the brand of turbo machinery equipment used. • May want to monitor own machines to prevent any shutdowns/failures or to gain knowledge on which parts to replace during future scheduled shutdowns. • Also would give an idea that maximum production was being achieved. Stakeholders End Users: Dresser-Rand Company, Power Plants, and Major Oil Companies Developer: RIT (could possibly lead to a Future Fault Detection Lab, use in Master’s Thesis Project) Society: Environment (efficiency) and Oil Production Original Equipment Manufacturer: Dresser Rand Company, etc. Machine Operators: In the field/testing at Dresser-Rand Machine Inspectors/Field Service Representatives/Assembly Men: Hired by Dresser-Rand/Oil Companies

  4. Overview of Turbo-machinery

  5. Overview of Turbo-machinery

  6. Phase 0: PlanningStaffing Requirements Mechanical Engineers 3 • Responsible for learning and determining what causes of failure are most prominent and the biggest cause of lost money/time. • Determine possible indicators that could be used to trigger a response from the health monitoring system. • Thermodynamics, Fluid Mechanics (Transport), Vibrations, Control Systems, Labview, etc. • I have not spoken with any mechanical engineers but would have the best means to recruit students in this field. Electrical Engineers 1 • Help develop the integration of the project between the mechanical component and the health monitoring system. • Electrical components (sensors) , Data Acquisition (Labview or other coding), Power • Circuitry Design, Power Implementation, Coding of the System, etc. (to develop the sensors that might be used on the system). • I have had no contact with any electrical engineers. Industrial and Systems Engineers 1 • Compile and implement the failure/fault data into the health monitoring system. • Documentation, Help with Management, Coordination of Time, Money, Resources (Equipment and Labs), and any Trips. • I have had no contact with any Industrial Engineers. Computer Engineers 1 • Assist Electrical Engineer activities on any programming that may need to be done on the health monitoring system. • Work with Labview, Data Acquisition, Integration of Control Systems, and Possible Development of Neural Networks • No Contact Business Majors 0 • Help develop a business plan for the product which is new in this field. • Background in technology management and innovation (developing new products for existing markets). • No contact

  7. Phase 0: PlanningStaffing Requirements

  8. Phase 0: PlanningPreliminary Work Breakdown Structure

  9. Phase 0: Planning Intellectual Property Considerations Public This Information would include any designs, documents, etc that rights have been relinquished on. This could include information on the team experiences, benchmarking concepts, resources that have been used or will be used, etc. Probably will contain information of all items presented during the required deliverables. Private A lot of the work and information that is gained from Dresser-Rand contacts will be confidential as is their policy. The information related to explicit details about the customer library is very unique to Dresser-Rand. Also, the sensors and application of the system, data acquisition, etc will be confidential.

  10. Phase 0: Planning Team Values and Norms Participation Each member of the team is expected to give full participation and attention while at team meetings. If a member can not make a team meeting, they should inform the other members as soon as they know about the conflict. Information from this meeting should be acquired from the other members or off the team website as soon as possible. Team members are expected to come to meetings on-time, prepared, homework done, and not lag behind regardless if the last meeting was missed. Cooperative The team members are just that, on a team that is working together to achieve the same final end goal. Information should be readily given to help other team members in completing their tasks if needed. Group efforts will be needed at compiling the information and preparing the deliverables. Help should still be offered on topics that a member might not be responsible for. If conflicts do arise, they need to be addressed so progress is not impeded. Preparation Members should be able to provide the information asked of them and complete tasks. Each member might have to and be willing to do the research necessary that would fill any gaps they might have on a particular topic. Any information that might be needed should also be gained from Professors in that area and relayed to the team. Professional Team members should be polite and courteous to the contacts at Dresser-Rand. Schedules will probably conflict and the team member should accommodate the contact. Information given by the contact should be taken with knowledge of its potential confidential nature. This should be respected and credit should be given to the individual. Respect all tasks and requests that the contact may ask.

  11. Phase 0: Planning Grading and Assessment Scheme A All work and deliverables are completed on time and are complete. Needs of the system should be addressed whenever possible. Implementation of the system can be view as possible, with data being acquired from the sensors. Some faults (more is better) can be identified using the system. Certain Faults should be able to be safely induced onto the system in a sense and document how done. B Most of the deliverables and work is on time and are complete. The system addresses most of the needs of Dresser-Rand and might be able to be implemented if problems could be worked out. Data is being acquired and can be interpreted if needed. Faults could be identified by Dresser-Rand employees if given the data. Induced faults are possible with Dresser-Rand’s guidance. C Most of the deliverables are turned in with some completeness. The system collects data but is hard to interpret to the needs of Dresser-Rand. Implementation will probably not be possible to a Dresser-Rand product. Data that is collected does not correlate with any faults that are given. Inducing faults must be done by Dresser-Rand but are not recognized through the data. D A lot of the deliverables and work is not turned in, late, and not complete. The system failed at address any needs indicated by Dresser-Rand. The system occasionally collects valuable data but no correlation can be made to the faults. Lists of these faults basically do not exist and interaction between the team members and Dresser-Rand was minimal. Faults are not able to be produced because they have no means to be done.

  12. Phase 0: Planning Required Resources People • Dresser Rand Contacts to gain information about the machine, possible faults, methods to induce, and plots to be made. • Dr. Bailey (Guide) and any Faculty consultants at RIT to help work through problems and complete required tasks. • Mr. Dave Hathaway, help with the operation and maintenance of the machine at RIT. Housing and Safety of the rig. • Vendors that can provide alleviated budget constraints with reduced prices, freebees, and lead times. Environment • Observation Cell that will be the home for the operation of the machine. Proper operating conditions, Power, etc. • Senior Design Lab, for team meetings and completing the required work (paper) for the project. • ME shop, for any machining that may need to happen as well as dealing with the sound of the machine operation. • Dresser-Rand Facilities, help with the familiarization of the problem and product lines. Equipment • Piece of Turbo-machinery that the system will be placed on. This also includes any spare parts (good and bad) that might be used in the detection of changes in the data and faults. They should be readily available with the proper tools and personnel to install/replace. • Piping of fluids and operating gas to the inlet and exhaust will be needed as well as electrical power to run the machine and the system. • Data Acquisition Equipment will be needed and should include sensors, control system, electrical components (power supplies), and a computer to access and operate the system remotely. Materials • Sensors for Data Acquisition • Labview Tutorials • Benchmarking items (might be literature) • Gas to be used in operation • Customer Knowledge and Application. • Book/Class Resources to be used.

  13. Phase 1: Concept DevelopmentIdentify Customer Needs - Interviews Primary Customer(s) Dresser-Rand Personnel Interviewed: • Scott Delmotte (Primary Contact for Reciprocating Compressor Knowledge) • Joe Tecza and Jay Koch (Centrifugal Compressor Knowledge and acquiring the piece of equipment for the project) Other Stakeholder(s) RIT • Faculty guide, Margaret Bailey about her definition of the project and possible means to complete. • Dave Hathaway about the observation cell this equipment will be placed in and the effects on RIT. Past Senior Design Team(s) I have not seen any other past senior design projects that were done in the same industry as this project. Dr. Margaret Bailey has participated in projects that concerned health monitoring systems on Vapor Compression Refrigeration (VCR) cycle plants. The types of performance issues identified and used in that project might be implemented here. Also, the type of library/sensors developed in that project might be able to be copied in this application.

  14. Phase 1: Concept DevelopmentIdentify Customer Needs - Benchmarking Competitive or Cooperative Solutions Impact Automated Equipment Fault Detection and Prediction Uses standard/existing industrial sensors: Pressure, Temperature, Vibration, Flow, and Acceleration. Identifies and reports component wear and fatigue. Evaluates machinery health, degradation modes, and allows for feedback to machine operators. Operating efficiencies could be evaluated. (www.impact-tek.com/Engineering/Category.aspx?cat=83) I would bring details on this system and the capabilities that it provides for its customer. Purchasing of such a system might be costly but viewing brochures on the equipment might be sufficient. Each member of the team might look at the information/components that is related to their field of expertise. Internet Search Possible Reciprocating Compressor used: http://www.grainger.com/Grainger/categories/pneumatics-and-hydraulics/air-compressors-and-vacuum-pumps/stationary-electric-air-compressors Possible Centrifugal Compressor used: http://www.air.irco.com/IS/product.asp-en-12996 Distributor of Used Turbo machinery: www.LCEC.com Competitors: http://www.impact-tek.com/Engineering/Category.aspx?cat=83 Technical Literature Search Failure investigation of blade and disk in first stage compressor. Fatigue failure of a centrifugal compressor. Fatigue Failures of Compressor Impellers And Resonance Excitation Testing. Fault Detection of Rotating Machinery Using Model Based Techniques

  15. Phase 1: Concept DevelopmentIdentify Customer Needs - Interpret Needs Statements: • Reduce undesired shutdown times associated with faults and failures. • Allow ample time to notify technicians that parts need replaced during scheduled shutdown times. • Increase performance by identifying components that are not behaving properly. • Improves health and safety of machine and workers. • Allow for simple Integration to all of Dresser-Rand’s similar products/control system. Organize the Needs into a Hierarchy • Integration into existing product lines • Control Systems • Applicable use of sensors • Data Plots • Customer Library • Robust • Identifies Faults • Indicates some knowledge of location • Data Acquisition • Uses Appropriate Sensors • Labview program that is easy to use • Collect wide range of data • Operation of System • Done Remotely • Ease of Use • Integration • Induced Faults • Important to Dresser-Rand • Extension to other product lines • Cleary shows differences in machine operation • Standards on Procedures.

  16. Phase 1: Concept DevelopmentIdentify Customer Needs - Interpret

  17. Phase 1: Concept Development

  18. Phase 1: Concept DevelopmentIdentify Customer Needs - Interpret

  19. Issues and Risks • Size, Noise, and Cost associated with machine. • Lead times on the acquisition of the actual piece of turbo-machinery. • Lead time on sensors and $$$ • Integration of Control Systems • Complexity of Customer Library and Neural Networks • Confidentiality concerns • Safety of Operation

  20. Future PlanWhere do you go from here? • Complete necessary actions in acquisition of turbo-machinery. • Specific Product Specifications • Location of Team Members (Potential) • Refine Needs • Secure Facilities. • Complete Detailed Work Breakdown for whole first quarter. • 5 minute commercial

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