REVISED September 2022!

The EASA Technical Manual, containing more than 900 pages of information specific to electric motor service centers, is available FREE to EASA members as downloadable PDFs of the entire manual or individual sections. The printed version is also available for purchase. Each of the 13 sections features a detailed table of contents.

VIEW, DOWNLOAD OR PURCHASE

EASA's Warranty Report Forms provide the ideal way to record your warranty service accurately. Many manufacturers request that warranty work be documented on this form. These forms were extensively reviewed and updated by EASA's Technical Services Committee with input and guidance from motor manufacturers. You may download this form for free to use in your service center. Both forms are provided with the ability to be filled out electronically using Adobe Reader. Although you may not have a warranty or repair report pending that might require use of one of these forms, we encourage you to download the forms. And don’t overlook the potential for using the Warranty Repair Report for internal warranty issues in order to improve your repair procedures.

Gene Vogel
EASA Pump & Vibration Specialist

The EASA AC Motor Verification & Redesign - Version 4 software (ACR-MotorDb) is a powerful tool for service centers providing the capability to meet their customer’s needs for AC stator and wound rotor redesigns. In most cases, the data from the existing winding is recorded when that winding is removed from the core. But occasions arise where that original data is not available; it may have been recorded incorrectly or a different service center may have stripped the core but not completed the repair. In those cases, the service center must come up with a new “bare core” winding design. ACR-MotorDb has some specific features to address this need.

LEARN MORE ABOUT THE SOFTWARE

HOW TO CALCULATE A WINDING FROM A BARE CORE

The MotorDb segment of the program is the EASA Winding Database compiled over decades from winding data submitted by EASA members. With over 300,000 winding records, it is likely that windings similar to the original winding are available in MotorDb. By simply searching the database for the core dimension criteria, a list of prospective matching windings is returned. A winding from the database does not have to match the original motor nameplate exactly to be used as basis for the bare core design. When a matching winding is selected, that data can be automatically transferred to the Redesign program where modifications needed to match the desired criteria can be adjusted. The process is smooth, effortless and accommodates most 3 phase induction motor windings.

The first step is to display a list of prospective windings that closely match the bare core dimension criteria. Enter the core length, bore diameter, number of slots and poles into the MotorDb search dialog box. As an example, we will search for a 12” core length, 14” bore diameter and 72 slots for a 125 HP, 6 pole Marathon motor. Initially enter only the core dimensions, number of slots and number of poles (Figure 1); the Get Count feature will quickly return the number of matching records. If the result is about 50 or fewer motors, click OK to retrieve those records into a spreadsheet format where the records can be sorted by columns and reviewed. If the Record Count is too large, enter additional criteria to narrow the search. For our example, 44 records were found, and the resulting spreadsheet is illustrated in Figure 2.

The spreadsheet can be sorted by columns to easily review the data. It is useful to sort by the AirDensity (AGD) and Power (Pwr) columns to assess if the bare core is a good candidate for the desired resulting winding. If there are several windings with the desired power rating and the AGD is within acceptable limits, there is assurance the redesign will be successful. For our example, there are 16 windings rated at 125 HP and 10 of them are Marathon motors. So, in this example, it is likely original factory data is available. Of course, that is not always the case. Suppose our bare core is a Siemens motor, which is not listed. We can still select a different manufacturer winding as the basis for our bare cored design. Select one of the windings from the spreadsheet that matches the desired nameplate data as closely as possible. The full winding data will be displayed in an editor (Figure 3).

This original data record was in the database so no redesign was necessary; the bare core can be wound directly from the database record. Such is not always the case, and the EASA software has a function in MotorDb to transfer data from a MotorDb winding record to ACR for redesign. The Send to ACR function in MotorDb creates a new record in ACR where all the ACR redesign functions are available. Taking our example motor, suppose the desired winding is 575 Volts. MotorDb records are only 230 or 460 Volts.

Figure 4 illustrates a MotorDb record sent to ACR and the Volts redesigned from 460 Volts to 575 Volts. The winding is redesigned for 575 Volts and the connection was changed from 6Y to 3Y to keep the Volts per Coil within acceptable limits (Figure 5).

The combination of the EASA Winding Database and the Verification and Redesign program is an easy-to-use solution when presented with bare core winding challenges. For complete step-by-step instructions on bare core redesign, view the tutorial video How to calculate a winding from a bare core available at go.easa.com/wbc.

By Jan Schmidlkofer
Management Services Committee Chair
K&N Electric Motors, Inc.

EASA’s next generation of leaders is as important as our current leaders. In your company, they are frequently one of your unofficial leaders and can set the tone from behind the scenes. Typically, these unofficial leaders are knowledgeable, hardworking and care about what is going to happen to the business, as well as to their futures. These are the gems you don’t want to lose! Your problem? You don’t have a management/leadership opening for them.

Now is the moment to let them know you “see” them, and you respect what they bring to your organization. The EASA Next Gen Network on LinkedIn provides an opportunity to both acknowledge your star employee(s) and present an opportunity for personal and professional growth. The Next Gen Network is a place for growing industry leaders to connect, share ideas and discover solutions together. Nomination is the act of formally choosing a person. This is not a “by the way, as you’re passing in the hallway” conversation but the thoughtful consideration of a person’s attributes and qualifications. This type of recognition often lends credibility to their work and creates an attitude of healthy pride.

Brian Beaulieu
ITR Economics

This highly-rated economist will discuss the leading economic indicators, which continue to be in chaos given the worldwide pandemic. He will recommend the best course of action for the most important part of the economy – you and your business.

Presented by Chuck Yung
EASA Senior Technical Support Specialist

When we rebuild electric motors and help customers solve application problems, there are two unique accessories that are worth reviewing. Because eddy-current couplings and fluid couplings are uncommon, the institutional knowledge about them is being lost. This webinar recording is intended to preserve the knowledge of how they work as well as their unique repair requirements.

The eddy-current coupling or clutch is old-school technology, but their robust design is appreciated by many industries.

• How an eddy-current coupling works
• Drum and spider design features
• Pilot bearing and internal alignment “shaft deflection”
• Lubrication features
• Cooling requirements

Fluid couplings offer a reliable method for an electric motor to accelerate normally while the driven high-inertia load accelerates more slowly. These offer a good alternative to special Design C or D motors. As simple as they appear, the fluid coupling is very expensive and offers another revenue stream for those able to work on them.

• How a fluid coupling / clutch works
• Adjusting acceleration time and torque transmission
• Repair tips and essentials
• Bearing replacement
• Sealing the halves

This webinar explains how each of these devices work, with repair tips and application information for each.

Chuck Yung
EASA Senior Technical Support Specialist

Eddy-current couplings (coupling/clutch/brake), while slowly being replaced by variable-frequency drive (VFD) technology, are still in use and will require repairs (Figure 1). As these devices become less common, the expertise pool is also shrinking. On the positive side, their specialized nature ensures that those familiar with these units will be in demand for some time.

Por Matthew Conville, M.B.A, P.E.
Especialista de Soporte Técnico de EASA

¿Alguna vez has escuchado estos refranes?

• “Nunca tienes una segunda oportunidad para causar una buena primera impresión”.
• “Es más fácil hacer bien un trabajo que explicar por qué no lo hiciste”.
• “Calidad significa hacerlo bien cua ndo nadie está mirando”.

Muchos hemos escuchado estos refranes y algunos de nosotros incluso los usamos diariamente. Si bien se pueden usar de pasada, sus verdaderas intenciones son muy importantes para un centro de servicio. Al reflexionar sobre estos refranes, podríamos incluso empezar a preguntarnos: “¿Cómo podemos incorporarlos en nuestra vida diaria en el centro de servicio?” Es muy simple. Completar el Programa de Certificación de EASA puede completar todos los requisitos para administrar su negocio en base a estos mantras de calidad.

MÁS INFORMACIÓN SOBRE LA ACREDITACIÓN

Entonces, ¿Cuál es el discurso contundente del Programa de Certificación de EASA para el cliente de un centro de servicio? De manera muy sencilla, asegura que el centro de servicio realice constantemente reparaciones electromecánicas que cumplan con la norma ANSI/EASA AR100-2020 y la Guía de Buenas Prácticas de EASA/AEMT para conservar la eficiencia del motor. El resultado es que los clientes recibirán una máquina eléctrica reparada, confiable y en la que se ha conservado su eficiencia. Algunas claves de venta del programa de certificación de EASA al cliente de un centro de servicio incluyen:

• La certificación afirma el compromiso del centro de servicio con la excelencia.
• La certificación demuestra que el centro de servicio está dedicado a reparaciones que mantienen la eficiencia y la confiabilidad.
• La certificación ayuda a convalidar la calidad del trabajo de reparación de un centro de servicio, lo que a su vez puede otorgar un mayor nivel de credibilidad a la cadena de suministro de sus clientes.

Cuando un centro de servicio destaca y demuestra estas ventajas en reuniones con clientes, visitas a talleres o en campañas de concienciación de la industria, se está posicionando para dar una buena primera impresión.

Uno de los primeros pasos para hacer bien un trabajo es tener una meta establecida. Una de las metas principales del centro de servicio debe ser devolver a su propietario una máquina eléctrica reparada sin reducir su eficiencia o confiabilidad. Esta es toda la premisa del Programa de Certificación de EASA. Para lograr estos objetivos, necesitamos criterios de aceptación para saber que el trabajo ha sido realizado correctamente. Estos criterios de aceptación se conocen como la norma ANSI/EASA AR100-2020. La AR100 es la columna vertebral del Programa de Certificación de EASA. Esta norma es la práctica recomendada para la reparación de máquinas eléctricas rotativas, reconocida por el Instituto Nacional Estadounidense de Normas (ANSI).

Una vez que se han definido los criterios de aceptación, es muy común que exista una guía de algún tipo para ayudar a cumplir con los criterios especificados. En este caso, la guía complementaria se conoce como la guía de buenas prácticas de EASA/AEMT para conservar la eficiencia del motor. Un tercero ha validado que seguir estas mejores prácticas y la norma ANSI/EASA AR100 garantizará que la reparación no reducirá la eficiencia de un motor que se envía a reparar. Esto ha sido validado hasta e incluyendo motores clasificados como de Eficiencia Premium-NEMA e IE3-IEC. Cuando todos los empleados del taller utilizan los mismos documentos para definir la aceptación y cómo lograr esos niveles de aceptación, el centro de servicio tiene muchas más posibilidades de hacer bien el trabajo. Al pasar por el Programa de certificación de EASA, un centro de servicio puede tener un riesgo mucho menor de afrontar esas incómodas conversaciones con sus clientes para “explicar por qué no lo hicimos”.

Ahora que un centro de servicio tiene más posibilidades de no tener esas conversaciones difíciles, ¿Cómo minimiza aún más el riesgo el centro de servicio? Hay varios requisitos incorporados en el Programa de Certificación de EASA que ayudarán a un centro de servicio a lograr el mantra de “Calidad significa hacerlo bien cuando nadie está mirando”. Primero, el programa requiere que un centro de servicio capacite a sus empleados y tenga documentación que demuestre que se ha completado la capacitación. Cuando un centro de servicio invierte en sus empleados capacitándolos, están mejor equipados para hacer su trabajo correctamente la primera vez. En segundo lugar, este programa requiere que se realicen auditorías internas anualmente. Cuando los centros de servicio realizan auditorías, se asegura de que están siguiendo los procesos descritos por EASA o las mejores prácticas para lograr los objetivos de certificación de EASA. Cuando un centro de servicio hace que un tercero realice una auditoría obligatoria cada tres años para mantener la certificación, valida con una fuente imparcial que está realizando estos procesos según lo prescrito. Esta validación les da a los clientes de un centro de servicio la confianza de que el centro de servicio está logrando sus objetivos para sus prácticas de reparación.

Si un centro de servicio desea aumentar aún más sus posibilidades de éxito por “hacerlo bien cuando nadie está mirando”, el centro de servicio mostrará los resultados de las auditorías internas / externas, discutirá estos resultados con regularidad con los empleados y fomentará un entorno de mejora continua para abordar los problemas de los procesos cuando surgen. Si un centro de servicio acepta de qué se trata realmente el Programa de Certificación de EASA, no solo estará bien encaminado para lograr los tres mantras citados al principio de este artículo, sino que también podrá lograr mucho más. Los clientes del centro de servicio tendrán confianza en sus reparaciones, la administración del centro de servicio tendrá confianza en la capacidad de su equipo para lograr sus objetivos y el centro de servicio estará bien encaminado hacia la sostenibilidad a largo plazo.

Tom Bishop, P.E.
EASA Senior Technical Support Specialist

Determining the source of noise in an electric motor is often more challenging than correcting it. A methodical investigative approach, however, can narrow the possibilities and make it easier to resolve the issue—with one caveat. If the noise is due to something in the motor design (e.g., a manufacturing defect or anomaly), a solution may be impossible or impractical. With that in mind, let’s review the primary sources of noise in electric motors—magnetic, mechanical, and windage—as well as their causes and ways to reduce or eliminate them.

Areas examined in this article include:

• Magnetic noise
  • Slip noise
  • Skewing
  • Unequal air gap
• Mechanical noise
  • Loose stator core
  • Bearings
  • Airborne noise
• Windage noise

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DESCRIPTION
Filled with practical information, this 118-page handbook (3.5" x 6", 9cm x 15cm) makes a great “give-away” item for your customers and potential customers! Buy this great resource as is OR custom brand your company logo and information on the cover to turn it into a great marketing piece for your salespeople!

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TABLE OF CONTENTS

MOTOR DATA–ELECTRICAL
Standard Terminal Markings and Connections
DC Motors and Generators (NEMA & IEC Nomenclature)
Field Polarities of DC Machines
General Speed-Torque Characteristics
Full-Load Efficiencies of Energy Efficient Motors
Full-Load Efficiencies of NEMA Premium™ Efficient Motors
Effect of Voltage Variation on Motor Characteristics
Power Supply and Motor Voltages
Effect of Voltage Unbalance on Motor Performance
Starting Characteristics of Squirrel Cage Induction Motors
Allowable Starts and Starting Intervals

MOTOR DATA–MECHANICAL
Suffixes to NEMA Frames
NEMA Frame Assignments–Three-Phase Motors
NEMA Frame Dimensions–AC Machines
IEC Mounting Dimensions–Foot-Mounted AC and DC Machines
IEC Shaft Extension, Key And Keyseat Dimensions–Continuous Duty AC Motors (Inches)
NEMA Shaft Extension And Keyseat
Dimensions–Foot-Mounted DC Machines (Inches)
NEMA Frame Dimensions–Foot-Mounted DC Machines (Inches)
NEMA Frame Dimensions–AC Machines (mm)
IEC Mounting Dimensions–Foot-Mounted AC and DC Machines (mm)
IEC Shaft Extension, Key and Keyseat Dimensions–Continuous Duty AC Motors (mm)
NEMA Shaft Extension and Keyseat Dimensions–Foot-Mounted DC Machines (mm)
NEMA Frame Dimensions–Foot-Mounted DC Machines (mm)

MOTOR CONTROLS
Power Factor Improvement of Induction Motor Loads
Capacitor kVAR Rating for Power-Factor Improvement
Full-Load Currents–Motors
Maximum Locked-Rotor Currents–Three-Phase Motors
NEMA Code Letters for AC Motors
Starter Enclosures
NEMA Size Starters for Three-Phase Motors
NEMA Size Starters for Single-Phase Motors
Derating Factors for Conductors in a Conduit
Allowable Ampacities of Insulated Conductors
Motor Protection Devices–Maximum Rating or Setting

TRANSFORMERS
Full-Load Currents for Three-Phase Transformers
Full-Load Currents for Single-Phase Transformers
Transformer Connections

MISCELLANEOUS
Temperature Classification of Insulation Systems
Resistance Temperature Detectors.
Thermocouple Junction Types
Dimensions, Weight and Resistance: Solid Round Copper Wire (AWG and Metric)
Square Bare Copper Wire (AWG)
Insulation Resistance and Polarization Index Tests
Properties of Metals and Alloys

USEFUL FORMULAS AND CONVERSIONS
Temperature Correction of Winding Resistance
Temperature Correction of Insulation Resistance.
Formulas for Electric Motors and Electrical Circuits.
Motor Application Formulas
Centrifugal Application Formulas
Temperature Conversion Chart
Conversion Factors
Fractions of an Inch–Decimal and Metric Equivalents

Mike Howell
EASA Technical Support Specialist

There are plenty of generic mobile device policies floating around the web. Sadly, many of them focus heavily and narrowly on the disadvantages of team members having personal devices at their workstations. Depending on the particular environment and tools used, it is both reasonable and responsible to evaluate the potential risks to safety and security. Too often, though, organizations take the path of excluding mobile devices from the work area because it’s easy rather than reaping the benefits they offer.

Jerry Peerbolte
J. Peerbolte & Associates

Are end-users repairing more electric motors today than in the past? Or fewer? What’s the trend? Certainly, this is an important question for most EASAns.

Rob Boteler
Confluence Energy, LLC

The United States Congress passed long-awaited energy legislation as part of the economic stimulus bill approved in late December 2020 (Division Z in the bill). The energy bill has two distinct areas that will affect EASA members.

The first includes several sections that will create opportunities for EASA members through their effect on customers and markets. These sections provide incentives, programs and grants for various customer groups, including schools, commercial buildings, water utilities, microgrids, renewables, technology commercialization, industrial businesses, smart manufacturing, agriculture, data centers, technology transfer and research projects. The breadth of these programs and the associated funding should create opportunities for many years to come for the motor and drive community. In general, the act seeks to create a long-term path to address decarbonization. The bill looks to reduce fossil fuel use through electric devices powered by renewable sources, thus creating opportunities for companies that sell and repair electric motors and controls.

The second opportunity is found in the motor and drive incentive section of the bill (1005) and provides a much more specific motor and control program.

Chuck Yung
Especialista Sénior de Soporte Técnico de EASA

Es simple asumir que el envío de un motor eléctrico es tan fácil como ponerlo encima de un camión, pero nada podría estar más alejado de la realidad. Este artículo cubrirá las recomendaciones para efectuar el envío de motores y refuerza el hecho de que enviar un motor no solo consiste en entregarlo, sino que también incluye recogerlo. Existen cosas que nosotros (o una compañía de transporte) podemos hacer mal y que podrían derivar en reparaciones costosas.

Tom Barnes
Compliance Specialists, Inc.

In late 2016, the U.S. Environmental Protection Agency (EPA) issued a new rule called the “Hazardous Waste Generator Improvements Rule.” In the U.S. over the past 18 months, many states that members do business in have adopted new rules which now affect the management of hazardous waste. Some are beneficial and some could create additional legal exposure to your business. Before making any changes, please see if your state has adopted these new rules. If not, find out if they intend to in the near future as most states are in the process of adopting the new rules.

Paul Idziak
Management Services Committee Member
Shermco Industries, Inc.

Are we doing everything we can to support our employees, or are we looking to assign blame when things don’t go right?

We have all heard the buzzphrases like “finding your why” and “human performance.” While not new, consider looking at this area from a different perspective.

Determining the source of noise in a motor is often much more challenging than correcting it. However, a methodical approach to investigating noise can narrow down the possible causes and therefore make resolution easier. This webcast addresses the causes and characteristics of the primary sources of noise in AC motors.

Learning objectives include the following:

• Possible sources of motor noise
• How to investigate motor noise
• Nature of magnetic, mechanical and windage noise
• Reducing noise intensity.

VIEW THE WEBCAST

VIEW THE WEBCAST TRANSCRIPT

Sam Richter
SBR Worldwide, LLC

During times of uncertainty, you have three choices as it relates to sales:

1. Curl up, feel sorry for yourself and hope things get better soon
2. Identify prospects and start building relationships so when we return to some sense of normalcy, your business development efforts are ready to hit the ground running
3. Identify opportunities that need your solutions right now, and reach out in a highly relevant and highly differentiated way. 

Option 1 is not really an option. For Options 2 and 3: What worked in the past won’t necessarily work today and might never work again. The answer: Leverage sales intelligence to locate the right prospects at the right time with the right message. 
In this dynamic program, discover: 

• How to generate opportunities using sales trigger events and powerful introductions so that you’re calling on the prospects who most likely need your solution, right now. 
• How to use search engines, social media and the Invisible Web as powerful sales and competitive “intelligence agents,” ensuring you know how to align your value proposition to what prospects care about. 
• How to leverage information to make a great impression, ensure relevancy, gain permission to ask challenging questions and provide ongoing value to both prospects and customers. 

The Evolution of Sales is not a new sales process – so you’re not starting over. Rather, it’s an evolution of how to identify opportunities and approach prospects in ways where your message is welcomed and appreciated – even in tumultuous times. Plus, what you learn and implement today will work even better when our world returns to some sense of normalcy.

Neville Sachs, P.E.
Applied Technical Services, Inc.,
Syracuse, NY

This technical paper, presented at the 2014 EASA Convention, will help you understand how and why shafts and fasteners fail. This paper covers:

• Discussion of material properties typically found in motor shafts, machine shafts and common fasteners
• Differentiating between overload and fatigue failures
• Understanding and identifying the difference between ductile and brittle materials, and how their fracture appearances differ
• A detailed explanation of how to identify fatigue failures, including the rate and direction of force application and the effect of stress concentrations
• Examples of several failure analyses

Chuck Yung
EASA Senior Technical Support Specialist

Most service centers balance rotors routinely, with few surprises in the process. There are even technicians who balance rotors so well that the highest velocity readings on the test bed are normally under 0.01 inch/second. It is a great indication of quality when a customer swears that a motor has never run that smoothly. Most of us do not balance fans nearly as often as rotors. The fan balancing tips in this article should be helpful. We'll start with a basic explanation of balancing and then get into balancing tips for fans. Many of these are also applicable to impellers, large sheaves and other rotating parts our customers may ask us to balance.

Topics covered include:

• Balancing basics
• Differences when balancing fans
• Building a balancing mandrel
• Alternative solutions
• Other factors that affect balancing

Chuck Yung 
EASA Technical Support Specialist 

Most of us involved in the repair of electrical equipment have a good understanding of how an electric motor works–especially the stator and ro­tor. But the fan can appear deceptively simple. Fans are pretty interesting, once we learn a few “affinity laws”—rules that also apply to blowers and impellers. This article will review some basic facts about fans that explain how small changes to a fan can make a BIG difference in the following critical areas: 

• Volume of air moved
• Static pressure
• Load
• Losses (efficiency)

These rules hold true for fan applications, im­pellers in pumping applications, and cooling fans on electric motors. When applied to the external fan of a TEFC (IP-54) motor, these rules offer some real opportunities for efficiency improvement. 

Tom Bishop, P.E.
EASA Senior Technical Support Specialist
​ EASA’s Getting The Most From Your Electric Motors is a great marketing tool for service centers to provide to customers (end users). As such, this valuable 40-page booklet provides end users with information that will help them obtain the longest, most efficient and cost-effective operation from general and definite purpose electric motors with these characteristics: 

• Three-phase, squirrel-cage induction motors manufactured to NEMA MG1 standards 
• Power ratings from 1 to 500 hp (1 to 375 kW) 
• Speeds of 900 to 3600 rpm (8 to 2 poles) 
• Voltages up to 1000V, 50/60 Hz 
• All standard enclosures (i.e., DP, TEFC, WPI, WPII) 
• Rolling element (ball and roller) and sleeve bearings

The following is an overview of the contents of the booklet indicating some of the ways that using it can benefit end users, i.e., your customers — and potential customers.

Installation, startup and baseline information
The first of the two major sections addresses three subtopics: motor installation, startup and baseline information. Early on it recommends making sure to document the motor’s initial condition to establish a baseline for comparison with future results. Among the benefits to the end user by following this practice is that it’s often possible to recognize small or developing problems before they lead to costly motor failures and downtime.

Reference is made to the “Motor and installation baseline data” sheet (see Figure 1) found in Appendix A. Recording the nameplate data and pertinent electrical and mechanical parameters at the time of installation and startup makes that information available for reference in hard copy or, if scanned, electronic format. Review of the motor data, including the nameplate information, can provide insight into the motor’s suitability for the application.

Specific items to check include motor suitability for use with a variable frequency drive (VFD), bearing suitability if the application is a belt drive, lubrication points accessibility, and verifying that the motor control and overload protections are sized properly for the motor rating. The last two points can be critical if the motor is a replacement and of a different power rating than the motor that it replaced.

Installation considerations such as the adequacy of the foundation and base are important for motor reliability. A weak or otherwise inadequate base can result in frame distortion, rapid bearing wear and vibration.

The booklet not only provides details on these topics, it extensively covers shaft alignment, including the issues of soft foot, alignment tolerances, and alignment methods for direct-coupled and for belt-drives. The end user can find a great deal of installation related information in just a few pages of the booklet.

The information in the booklet proceeds from the installation considerations to startup procedures. In many cases the motor being installed had been in storage; details are provided to help assure that the motor functions properly. Among the storage related topics are lubrication and the lubricant, and checking winding insulation resistance (see Table 1).

Next, recommendations are provided for pre-operation startup tests. Measuring and recording vibration levels is recommended. Recommended tests with the motor under load include line to line voltage, line currents, winding temperature (if possible), bearing temperature and ambient temperature. The booklet suggests these baseline values be recorded on the motor data sheet as a basis for future trending measurements. Two examples are provided to show the importance of recording baseline and trending data.

The section on motor installation, startup and baseline information concludes with the topic of total motor management. These programs typically track purchases and spares in a database by nameplate information, facility/location, and application. Usually they also track baseline data, maintenance, storage and repair. The primary benefits for the end users are that such programs lower costs by reducing downtime (spares are readily available) and decreasing inventory (identification of spares used in multiple locations).

A key consideration here is whether the most cost-effective and reliable solution is to store spare motors on site or to outsource storage to a service center or other vendor. Motor management and spare motor (and other equipment) storage is yet another opportunity for a service center to provide a value-added service for their customers. Further, having the customer’s spare motor at your facility provides a better opportunity to receive the replaced motor to perform the needed repairs.

Operational monitoring and maintenance
The second of the two major sections deals with operational monitoring and maintenance. Primary topics include application-specific conditions, preventive and predictive maintenance, inspection and testing, and bearing relubrication. By making use of the advice in this section the end user can extend the useful life of their motors, as well as the mean time between failures requiring repair.

Abnormalities in the electrical supply such as transient voltage can result in transient currents and torques which can damage not only windings but also mechanical components of the motor or driven equipment. To help the end user avoid these abnormalities, a bullet list identifies over a half-dozen potential sources. Another source of transient conditions that is not an abnormality is motor starting. The booklet provides the end user with guidance in dealing with motor starting and emphasizes the need to limit the number of motor starts.

The subsection on preventive maintenance (PM), predictive maintenance (PdM) and reliability-based (RBM) maintenance defines and describes each. Electrical and mechanical test and inspection techniques and physical condition assessments are identified for PM, PdM and RBM [also termed reliability-centered maintenance (RCM)]. Even if an end user already has a PM, PdM or RBM program, they can benefit from review of this subsection as it may identify missing elements in their program. Also, if an end user is not familiar with any of these programs the booklet provides information to get them started on the path to more reliable motor operation. That is, it provides an opportunity for the end user to get the most from their electric motors and probably the connected equipment as well.

Additional information on PM, PdM and RBM is included in the subsequent section on motor inspection and testing. All too often we hear the statement “don’t overlook the obvious.” That describes the importance of physical inspection in detecting missing, broken or damaged parts, blocked airflow paths and contaminants. Any one of these conditions could lead to premature and perhaps rapid motor failure.

Tests that are described in detail include insulation resistance, winding resistance and motor current signature analysis (see Table 2). When available from industry standards, criteria for evaluation are provided so that the end user can determine if their levels are acceptable or warrant corrective action. Cautionary information is provided regarding high-potential and surge testing of installed motors.  Information about vibration analysis using a spectrum analyzer is also provided.

This final subsection of the main body of the booklet provides guidance to help assure long and reliable motor operation. Recommendations include not only relubricating bearings, but also monitoring lubricant levels and checking for leaks and contamination. Guidance is provided to help the end user determine the correct relubrication interval and the lubricant type and grade when the motor manufacturer instructions are not available.

The importance of grease compatibility is stressed, and a grease incompatibility chart is provided.  Sage relubrication advice is given in the statement: “The best practice is to use the same grease that’s already in the bearings–provided it’s suitable for the application." A formula is provided to determine the precise amount of grease required; a graphic illustrates grease relubrication intervals based on bearing type, size and speed.

Oil-lubricated sleeve and rolling element bearing lubrication is also addressed, including topics such as oil compatibility, viscosity, and relubrication intervals.  Specific topics such as dealing with abnormal conditions and how to replace oil are also described.

Appendices
The three appendices provide supplementary information that can help the end user get more from their motors in terms of record-keeping, understanding motor terminology and storage. Appendix A contains a two-page data form (see Figure 1) intended for use in recording motor nameplate data and electrical and mechanical test data. Initially the data form can be used for baseline information, and then updated when maintenance or repairs are made. As such it can provide invaluable historical information for the end user and service firms when it becomes necessary to perform a simple failure analysis or more comprehensive root cause failure analysis.

The information in Appendix B is a compilation of key terms associated with motor nameplate data. (Note: There is also a standalone glossary at the end of the booklet.) However, the real value of this information is in determining the meaning of terms that at times are misunderstood. Knowing the true meaning and importance of these terms can help an end user avoid a costly and time-consuming mistake in purchasing a motor that is not suited for a specific application.

Based on member inquiries, motor storage recommendations, which are the topic of Appendix C, are a common end user request. These storage recommendations alone make the booklet a valuable resource for end users. The last page of this appendix summarizes how often to perform certain storage maintenance routines. It is rare to find this time versus task information all in one place, which is something many end users will appreciate.

Ordering information
Printed copies of Getting The Most From Your Electric Motors booklet can be purchased in EASA’s Online Store or you may download a PDF copy for FREE.

Scott Wilshire
Management Services Committee Member
United Industrial Group

In today’s world, small businesses are particularly vulnerable to check fraud and are prime targets for fraudsters because they lack the resources and financial controls compared to larger businesses. Check fraud can be particularly debilitating to a business in terms of the emotional and financial impact as well as reputational damage. Recovering from fraud can be a months-long effort that is all-consuming and keeps you from focusing on daily responsibilities. 

There are various ways that fraudsters can target a business including creating counterfeit checks, forging signatures and altering checks. Our company was targeted twice within a year with counterfeit checks. Fortunately, in both cases the funds were recovered quickly; but in the first case, we had to close all of our bank accounts, notify all customers who had received checks from us, and deal with the mess of trying to clean everything up in our payables and our banking systems. Police were involved in the resolution of this, and they cautioned that this type of fraud is on the rise. Businesses, the police cautioned, need to be vigilant about their checks in terms of internal controls (keeping checks secured, separation of duties for those printing and signing) and in terms of external controls. The police said that fraudsters will frequently take mail out of mailboxes, copy a check and return the mail to the mailbox, so there is no indication that anything is amiss. Fraudsters will then use the copied check to create counterfeit checks and signatures. One simple suggestion is to drop mail in a US Post Office mailbox rather than leaving checks in an unattended mailbox. 

As part of UIG’s root cause assessment of this, our bank recommended that we implement Positive Pay, a cash management service offered by most banks to detect fraudulent checks and prevent them from being paid. 

With Positive Pay, the company sends its bank an issued check file or check run detailing the check numbers, amounts, payees and check dates daily. When a check is presented to the bank for payment, it is compared against the information that the company provided for verification. If there is a difference, the bank flags the check and notifies the business via an exception report. The exception report provides the opportunity to accept a legitimate check or reject a fraudulent check prior to its clearing. If a response is not provided within a predetermined timeframe, the check is returned to the issuer. A similar system exists for Automated Clearing House (ACH) debits and credits which allows the business to approve or reject any ACH transactions. 

Positive Pay provides several benefits to help a business safeguard its financial resources. In today’s environment, it is incumbent on businesses to be vigilant and take the necessary preventive measures to combat fraud. We compare the cost (less than $1,000 annually) to another insurance policy. No business can operate without using checks, and we viewed this as a reasonable cost compared to the impact of recovering from fraud. We also learned that our service providers whether IT, insurance, or in this case, bankers, can be a tremendous resource and provide sound recommendations for combating fraud since they have the knowledge and experience that our business doesn’t have. Just like tools in a mechanic’s toolbox, awareness of the reality of fraud and taking steps to combat fraud is a tool that is worth adding to the toolbox.

Paul Rossiter
Energy Management Corp.

How well do you know what your customers really want, and why they purchase your services and products?  When challenged, I think most owners and salesmen believe they know all about their customers’ wants and needs. After all, that is what keeps us in business, right?

You probably have a good idea about the desires and needs of any one customer, but what about the big picture? How well do you know what your customer base wants as a whole?

By Justin Hatfield
Marketing & Industry Awareness Committee Member
HECO

How much time have you spent at easa.com? There are a lot of valuable resources that are avaliable to you as an EASA member that you can use today!

1. Training – Not only can you use easa.com to book a training class that you or your employees can attend, but there is a ton of archived content located in the “Resources” tab that you can use to train your team today! You can easily conduct a search on a term and see content that is available on that topic. I did a search and simply put “winding” in the search box. This brought up 307 different pieces of information. These varied from articles, videos and webinar recordings. One piece of information was a seven minute video called “Performing an Insulation Resistance Test” – what a great training tool to use with new technicians in your shop! Remember, this information is all included with your membership, so it doesn’t cost you a dime more!
2. Technical Support – One of the easiest ways to get technical support from an EASA engineer is to use easa.com. Right in the middle of the homepage is a button labeled “Technical Support.” If you click that button, you can easily get to a page with great technical resources, including an orange button to “Submit a Technical Inquiry.” Simply click on “Submit a Technical Inquiry,” explain why you are asking for help and an EASA engineer will be in touch as soon as possible! This is a great resource that you can use to upload pictures and other details that will help the EASA engineer understand the whole picture of what you are encountering.
3. Marketing Content – Want to be more involved with marketing but don’t have the time to make content to post? It’s easa.com to the rescue! In the Electromechanical Resource Center at easa.com, you have a variety of useful information that you can use as part of your marketing efforts. This information ranges from studies EASA has performed, the EASA/ANSI AR100 Standard, alignment information and much more. This information is at your disposal to use to help promote your business. Just be sure to credit EASA on the post! :)
4. Find Specialty Help – None of us can do everything and when those situations arise, consider going to easa.com to find a member that can help you with what you need. Maybe you need to use a larger burn off oven, a specialty servo motor or whatever the reason; you can visit easa.com’s “Find a Member” section and search for an active EASA member who can help you. Using the neat “Advanced Search” options, you can filter down to members that can help you with exactly what you need. I’ve used this a number of times for help over the years, and I’ve found that EASA members are great at helping each other out!
5. Find a Vendor – In the same “Find a Member” section of easa.com, you can search for Associate Members. These are members of EASA who are our vendors. You can search for “seal” or “coil” or whatever you are looking for, and if the vendor has the word in their description, they will pop right up. A search on the term “bearing” brought up 19 different potential vendors to help a member with a need. Their contact information is right there on the same screen, so you can reach out to see if they can help you.

As you can see, there are a lot of ways in which easa.com can help your business. Did you know that you can give each of your employees access to the website? If you aren’t sure how to do this, give EASA Member Services a call at +1 314 993 2220 or email easainfo@easa.com, and they will be happy to help you out!

Also, keep in mind that none of the things I’ve mentioned in this article cost you a dime extra. They are included in your EASA membership!

Mike Parsons
Hupp Electric Motor Co.

In any business, whether you have two pickup trucks or 50 semi-trucks, you have a fleet. This fleet is as much a part of your business as any other asset.

Your fleet is an expense and an investment, and managing it is essential. Any business that has a fleet of vehicles should take steps to keep that fleet functioning effectively and efficiently. The right policies, combined with the right technology, can make managing a vehicle fleet much easier on your company's time and budget.

Por Mike Howell
Especialista de Soporte Técnico de EASA

Existen muchas políticas genéricas sobre el uso de los dispositivos móviles flotando en internet. Lamentablemente, muchas de ellas se centran en gran medida y de forma limitada en las desventajas de que los empleados tengan dispositivos personales en sus estaciones de trabajo. Dependiendo del entorno particular y de las herramientas utilizadas, es razonable y responsable evaluar los riesgos potenciales para la seguridad y la protección. Sin embargo, con mucha frecuencia, las organizaciones toman el camino de excluir los dispositivos móviles del área de trabajo porque es una medida fácil, en lugar de aprovechar los beneficios que ofrecen.

Crystal Bristow
Jenkins Electric Co. Charlotte
and
Kelley Fujino
Lubbock Electric Co.
Members of EASA's Marketing & Industry Awareness Committee

Marketing programs are essential to winning new business and increasing revenue from existing customers. However, two major barriers often stand in the way: limited budget and lack of specialized knowledge. We feel the crunch too. Fortunately, you don’t have to be a skillful graphic designer or expert online advertiser to improve your company’s marketing strategy. Many times, you don’t have to pay a dime either. Below are our favorite tools that we use every day in developing marketing programs, and they’re all FREE or have free versions.

Mike Howell
Especialista de Soporte Técnico de EASA

El tema para el actual año administrativo de EASA y para la convención del 2018 es “Connect to Quality”. Así como el tamaño, la estructura organizacional y los procesos de los centros de servicio miembros de EASA pueden variar ampliamente, también lo pueden hacer sus  mediciones de la calidad del producto o de la prestación del servicio. Para entender porqué no existe un modelo de enfoque rutinario para la calidad de un centro de servicio, es útil recurrir a algunos términos.

Winding RTDs are resistance-based temperature monitoring devices. Aside from just reporting winding temperature, here are some tips for maximizing the benefit of RTDs. Place six RTDs, spacing them uniformly around the core so there are two per phase. Provide a location map, numbering the RTDs, starting with the number 1 RTD in the 12:00 position. Number the RTDs clockwise facing the connection end.

Knowing where each RTD is located (which phase, as well as the physical location in the stator) provides some powerful diagnostic ability. Possible causes for deviation in temperature are:

• Two RTDs reading high, and both in the same phase: Check for voltage / current unbalance; higher current in one phase causes higher temperature in that phase.
• If the number of circuits is half the number of poles, circulating currents can occur. This situation can be exacerbated by uneven airgap which cause a further temperature increase. The corrective action, in this case, is to use the appropriate extra-long jumpers when connecting the winding.
• Higher temperature indicated in adjacent RTDs may indicate obstructed ventilation. Some possible causes are clogged filters, missing soundproofing, displaced weather-stripping, poorly positioned air baffles, or a missing J-box cover.
• Some manufacturers place all six RTDs across the 10:00 to 2:00 portion of the winding, to report more uniform temperatures. By distributing the RTDs symmetrically around the stator -- instead of just on the top -- the reported apparent temperatures often look alarming. Before returning the motor, let the end-user know where they were originally, and explain that the symmetrical placement will yield more realistic results.

By Mike Parsons
Hupp Electric Motors Co.

The purpose of this article is to provide the information you need to get the most effective and useful information from EASA’s Technical Support Department. This in turn helps you serve your customers quickly and efficiently.

Most of the information provided here is based on my own experience. I hope you find it beneficial.

Keep in mind that the quickest and most efficient way for members to contact EASA Technical Support is through EASA’s website by going to www.easa.com/resources/tech_support. You can submit an online general technical inquiry or data verification and redesign request through the website. Or if you prefer, you can fax in your technical support request by downloading and competing the appropriate forms.  

But when you need to make a technical inquiry by phone, the first step is to have your company identification number ready. When the EASA receptionist answers the phone, you’ll be asked to provide that number before being connected to one of EASA’s technical support staff. 

All questions are important
When making a technical inquiry, it’s important to feel comfortable. Don’t feel like your questions lack importance or the technical support staff has better things to do. I remember the first time I contacted EASA Senior Technical Support Specialist Chuck Yung. I had a question that I asked one of the employees in our service center.  He said, “Mike, contact Chuck Yung at EASA and see what he thinks.” I responded, “I will look stupid asking this.” He smiled and replied, “Mike, the only stupid question is the one you don’t ask.”

I shook my head, went to computer and forced myself to type out my question and hit send. 

Chuck answered me within the hour with an answer and I was able to take care of my customer much quicker than thumbing through manuals or searching for a white paper on the subject.  I learned a lot that day. 

As a member, you are entitled to technical support. Asking for help before you take action just once may save you enough money to pay your annual dues — and maybe more.

When I need to contact EASA Technical Support, I look at it in the same way as when a customer contacts me. There is specific information I need to help them as quickly and efficiently as possible. That is no different from when I contact EASA. We all have had the customer who takes half an hour to describe to us what should have taken five minutes. Then there’s the guy who gives you details and it’s like pulling teeth. Let’s not be either of those guys. 

Benefits of technology
Technology today has made contacting EASA far easier than it once was. Years ago we only had the phone (a land line), the fax machine, and the postal service. Today we can call or email from practically anywhere in the world at any time. We can send pictures and/or test data from the service center floor or in the field. I find this extremely exciting and I wonder what it will be like 30 years from now.

Today, with digital cameras and smart phones it is possible to email photos of failures. This can be very nice when needing help with the root cause of a failure. Be sure to include the key details of the scenario leading to the failure and the nameplate data of the failed machine. When emailing pictures, it is helpful to send both a wide screen shot and a close-up of the failure. It is also helpful to include pictures of other conditions, e.g., if the motor has a rub, take a photo of the complete rotor; if the windings are blown, take a photo of the failure (include a close-up) of both ends of the windings, the stator core and the leads.  It would not hurt to take a shot of the grease and the bearings. Capturing everything helps in seeing the big picture and helps in determining the cause of a failure or explain an anomaly.

You’re not a bother!
When calling in with an inquiry, I find it helpful to have my questions written down. I use a notebook and will have all my data written down and hopefully ready to answer any question. If you need to leave a message, don’t speak too quickly. I know I’m guilty of this sometimes and it goes back to that old feeling that I was bothering them. I’ve learned to relax. We will be less of a bother if we slow down so we are understood the first time.

I know this because of my experience of being on the receiving end of that kind of message from others. I’ve learned that it actually helps if we speak slower than normal. Leave yourself a message sometime. It may sound strange, but it doesn’t hurt practicing. You will see what I mean. Be sure to leave your company ID number, full name, company name & city, phone number with area code, and your extension.

Describe the problem first and then the background data. When we give them the question first they know where we are going as we relay the background information. This saves time.
After leaving a message, remember to have patience. They will treat every call as an urgent one unless we say otherwise. The staff is busy; they receive 75-100 calls a day. 
When we are looking for help with winding data we need to be sure to state what it is we want. If we send data but don’t address what it is we need, that requires a followup call or email and delays the needed answer. On a rush overtime job when the customer is losing money per hour and you are doing everything possible to finish the job quickly, you can see how this could impact your company. 

Organization is the key
When you have a technical inquiry, it is important that we are organized before we make contact and tell staff what the facts are as we know them. They are here to help us. 
As I look back at that time when our employee first told me to contact EASA, I see that it still holds true today. Two heads are always better than one.

This 40-page booklet provides a great marketing tool for your service center! Use it to provide end users with information that will help them obtain the longest, most efficient and cost-effective operation from general and definite purpose electric motors with these characteristics:                                                                                                          

• Three-phase, squirrel-cage induction motors manufactured to NEMA MG 1 standards 
• Power ratings from 1 to 500 hp (1 to 375 kW)                                        
• Speeds of 900 to 3600 rpm (8 to 2 poles) 
• Voltages up to 1000V, 50/60 Hz 
• All standard enclosures (i.e., DP, TEFC, WPI, WPII) 
• Rolling element (ball and roller) and sleeve bearings

This booklet covers topics such as:

• Installation, startup and baseline information
  • Basic system considerations
  • Installation
  • Startup procedures
  • Baseline data
  • Total motor management
• Operational monitoring and maintenance
  • Application specific considerations
  • Preventive, predictive and reliability-based maintenance
  • Inspection and testing
  • Relubrication of bearings
• Motor and baseline installation data
• How to read a motor nameplate
  • Overview
  • Required information
  • Other terms
• Motor storage recommendations
  • Motor storage basics
  • Preparation for storage
  • Periodic maintenance

This resource is provided as a FREE download (use the link below). You can also purchase printed copies ready to distribute to your current or potential new customers. The cover of this booklet can also be imprinted with your company's logo and contact information (minimum order or 200). Contact EASA Customer Service for details.

READ MORE ABOUT THE FEATURES AND BENEFITS

Tim Hebert
Management Services Committee Member
A&W Electric, Inc.

Accountability. Sure, it’s a common buzzword in today’s business world. But have you given much thought about what it really means and how it’s important for success?

We often talk about the importance of holding team members accountable for their actions. But what about those of us who are owners and managers? Owners technically have no boss other than customers and employees who are important to keep happy! Who holds us accountable?

The purpose of this guide is to provide repair/rewind practices and tips that will help service center technicians and motor winders maintain or increase the efficiency, reliability and quality of the motors they repair.

Some of the included procedures derive directly from the 2019 and 2003 rewind studies by EASA and AEMT of the impact of repair/rewinding on motor efficiency. Others are based on the findings of an earlier AEMT study [1998] of small/ medium size three-phase induction motors and well-established industry good practices . 

The procedures in this guide cover all three-phase, random-wound induction motors. Much of the guide also applies to form-wound stators of similar sizes. 

(Note: This guide provides many specific procedures and recommendations. Alternative practices may accomplish the same results but must be verified.)

Table of Contents Overview

• Terminology
• Energy losses in induction motors
• Motor repair processes
  • Preliminary inspection
  • Dismantling the motor
  • Removing the old winding and cleaning the core
  • Rewinding the motor
  • Reassembling the motor
  • Confirming the integrity of the repair

El propósito de esta guía es suministrar prácticas y consejos de reparación/rebo­binado que ayudarán a los técnicos y a los bobinadores del centro de servicios a conservar o aumentar la eficiencia, confiabilidad y calidad de los motores que reparan.

Algunos de los procedimientos incluidos derivan directamente de los estudios sobre el impacto de la reparación/ rebobinado en la eficiencia del motor realizados por EASA y AEMT en los años 2003 y 2019. Otros se basan en los hallazgos del estudio previo efectuado por AEMT [1998] en motores trifásicos pequeños/medianos y en las buenas prácticas industriales bien establecidas.

Los procedimientos de esta guía cubren todos los motores trifásicos de inducción de alambre redondo. Mucha información también aplica a motores con bobinas preformadas (pletina o solera) de tamaños similares.

(Nota: Nota: Esta guía proporciona muchas recomendacio­nes y procedimientos específicos. Se pueden lograr los mismos resultados con otras prácticas, pero deberán ser verificadas.)

Tabla de Contenido

• Terminología
• Pérdidas de energía en los motores de inducción
• Procesos de reparación del motor
  • Inspección inicial
  • Desmontaje del motor
  • Remoción del antiguo bobinado y limpieza del núcleo
  • Rebobinado del motor
  • Montaje del motor
  • Confirmando la integridad de la reparación

When installing winding Resistance Temperature Detectors (RTDs), divide the number of stator slots by the number of RTDs to install (usually six) and mark the slots accordingly. For example, a 72-slot stator with six RTDs would position an RTD in every 12th slot. That results in two RTDs per phase. Be sure to number the RTDs and provide a map of their locations to aid the customer in interpreting temperature differences. For example, unbalanced voltage might result in higher temperature in two RTDs in the same phase, while obstructed ventilation is likely to cause higher temperature in two or three adjacent RTDs.

One anomaly is WPI or WPII (weather protected) enclosures, where the top hood is integral to airflow. Some manufacturers place all six RTDs across the top of the windings (from the 10:00 - 2:00 positions) so that all RTDs are within the area receiving better cooling. This is not deceptive; it’s just meant to avoid a customer asking questions about temperature differences. For repairers, it’s a talking point with your customer when rewinding such a motor. Do they want the RTDs evenly spaced, recognizing that they will see the differences in actual operating temperature? Or do they want them placed as the manufacturer did? Better to have that conversation first, rather than raise doubts after the motor returns to service.

Note that, depending on the coils/ group and pitch, an RTD might be between top and bottom coils of the same phase, or of different phases.

Kyle Fritz
Marketing & Industry Awareness Committee Member
Northwest Electric, LLC

The EASA community has long been one of its greatest strengths regardless of your membership category. The networking, sharing of ideas and connections made during the chapter, regional or international meetings can be extended through social media engagement. The beauty of social media is that you’re speaking to a worldwide audience and your online activity can benefit both your business and EASA.

EASA currently has a presence on LinkedIn, Facebook, Twitter and YouTube. If you aren’t following or subscribing (YouTube) to these channels, you really should. Social media is a fast and easy way to stay up to date on EASA news and events. When you follow EASA on various social channels, you will receive post notifications. Start thinking of the notifications as a business opportunity because you can comment on the posts, “Like” the posts and/or share the posts on your social media channels.

Craig MacKay & Glenn Tofil
England & Company, LLC

Prior to the downturn, many business owners were looking to raise capital for internal growth initiatives, acquisitions, or to buy out a family member or partner, while others were considering an outright sale to an outside acquirer, management or employees. While the current economic slowdown may have delayed those plans, this presentation is designed to help business owners understand: 

1. Current private capital markets conditions
2. Alternative transaction structures available to middle market business owners
3. How financial and strategic investors and acquirers have changed their outlooks given the economic dislocation caused by social distancing measures

Despite the economic downturn, there is an abundance of private capital and continuing long-term interest from financial and strategic acquirers in quality businesses. As part of this session, England & Co. will ask a panel of non-control and control investors and acquirers along with a well-known ESOP attorney to explain key aspects of their particular transaction focus and provide their views on how the current downturn is likely to impact overall levels of transaction activity.

Crystal Bristow
Marketing & Industry Awareness Committee Member
Jenkins Electric Co.

Building a marketing budget is a great way to manage expectations across your organization for the tactics and activities that are going to drive your company’s awareness and sales support throughout the year. The marketing budget gives a clear window into what your sales and leadership team can expect and provides the framework for productive conversations when new opportunities arise. Before you establish your marketing budget, there are a few questions your organization needs to consider to ensure expectations are clear and your budget will cover your plans for the year.

Matthew Conville, P.E.
EASA Technical Support Specialist

Many service centers have adopted lean principles or other methods and have seen only marginal gains. This presentation discusses the importance of tracking rework in the shop and how it can lead to focused training opportunities, improved turnaround times and improved profitability.

• What is a rework?
• What data to collect
• How this can impact lead times?
• How this can be used for training opportunities?

This recording is intended for shop managers, foremen and shop employees interested in process improvement.

Allan Dukeshire
Marketing + Industry Awareness Committee Member
Nidec Motor Corp.

How does a closer partnership with manufacturers benefit EASA distributors/service centers?

EASA distributors/service centers deliver exceptional value to end users through various means, including trusted application expertise, reliable repair service and replacement product availability. Naturally, EASAns have developed valuable relationships in delivering on their commitments as solutions providers and, in many cases, as an extension of their customers’ operations, maintenance and quality assurance functions.

In turn, EASA distributors benefit from a front-row seat to their customers’ interests and issues, often requiring a significant investment of time and resources.

As a motor manufacturer, we recognize the pivotal role that EASAns play in the market. We rely not only on their capabilities in distributing our product to the end user but also on collaborating as a trusted partner to maximize the overall value offering as efficiently as possible.

Often an overhung fan is balanced in a single plane, only to find that the vibration has shifted to the outboard bearing. Attempts to use standard two-plane techniques may result in calculated correction weights that are very large and produce poor results. There are more effective ways to approach this common problem. This presentation shows a methodical approach and techniques for tackling this difficult balancing problem.

Target audience: This presentation is intended for field service balancing technicians, supervisors and managers.

Chris Culver
Marketing & Industry Awareness Committee Member
Cyntek Group Inc.

Collaboration in our industry may seem a little counterproductive to some. But, if done right, it can be beneficial to all and most importantly to the end user.

Collaboration with other companies can be a powerful tool for solving problems, reaching a new market, developing new products or services and so much more. It can take many forms, such as strategic alliances, innovative networks or partner ecosystems. These types of systems all have several processes to ensure success, and most require a lot of challenging work from all parties involved. For the purposes of this article, the focus will be on competitive collaborations.

When it comes to our industry, the most effective collaboration occurs without a lot of administrative steps or meetings. Through my experience, I have found that having strong relationships in and around our industry and trust with potential partners provides our company with access to an expanded resource pool at critical moments when a client is looking to us for a solution.

The electrical apparatus sales and service industry has seen an expansion of services provided to the various markets we serve. To remain competitive in our markets, this may mean we will need to purchase new equipment for the shop, or new tools and machinery for the field service team. Software for the office might need to be updated, or more specialized training needed for our employees. Sometimes, taking on the cost of these capital improvements is not worth the investment. This is especially true for smaller jobs or limited work that does not generate the revenue needed to justify the initial investments. The reality is that taking on this new work, whether it be in the shop or the field, can be infeasible due to costs, labor, logistics or a lack of proper equipment and other factors.

This is where collaboration becomes the answer. But how do we collaborate in our industry with partners who could also be direct competitors?

The answer is simple; it is EASA. Let me explain.

Since becoming a member 20 years ago, we have met many other member shops in our region and other countries. They all have different client bases or serve different markets than we do and therefore have a different focus. This difference in focus or specialty means they likely have different equipment, experience and trained personnel. Getting to know these other businesses at various meetings or EASA events is the ideal time to forge these relationships and build trust among peers.

Competitive collaborations can help reduce the costs and risks associated with accepting new work or projects with which your team may have limited experience. This will allow you to start building that necessary experience within your own team (for future projects), while simultaneously providing your client with exceptional service and results through your collaboration.

For collaboration to succeed, each partner must contribute something distinctive and valuable: basic research, product development skills, manufacturing capacity, specialized equipment, access to technical information from previous work, etc. The challenge is to share enough skills to create an advantage vis-à-vis companies outside the alliance while avoiding a complete transfer of core skills to the other business. This is a very thin line to walk, as companies must carefully select what skills and technologies they pass to their collaborative partners. Each company must develop safeguards against unintended or informal transfers of information. The goal is to limit the transparency of their businesses while sharing enough information or resources to make the collaboration fruitful for both parties.

One of the most important aspects of collaboration is learning. Learn the skills, learn the steps necessary and learn from the communications between the parties involved. Learning from the process will help you move forward to the next collaboration and ensure your team continues to expand their knowledge base.

The other crucial tool to use when collaborating is an effective communication protocol. This is key to ensure that the expectations are clear with the current collaboration and that the parties involved with completing the work are all working together.

Our own experience has shown that competitive collaboration is an essential part of our business. We are not a large firm and yet we have large end-user accounts that require several types of services. Therefore, to best support these clients, we rely on many partners. From OEMs to vendors in our industry, as well as many other shops. Presently, we use four to five shops, as well as several vendors and OEMs.

When it comes to onsite services, our small crew of on-site technicians can provide most of the services our clients require. However, we do not own a crane truck, a fleet of flatbed tractor trailers or have high voltage electricians on staff. Therefore, when it comes to more skilled work or larger projects, we have a multitude of suppliers we have worked with to complete this work for our clients. This increases our knowledge base and revenue, and the partner has more work and revenue while embedding us further with the client. A win for everyone.

All these benefits are attainable if we work with partners that we get to know, trust and with whom we communicate. Participating in EASA events has provided us a conduit to getting to know these partners. Again, a win for all.

This presentation demonstrates an easy-to-build temporary oven that can be constructed in the service center or in site. The recording covers:

• Materials to use and where to obtain
• Heating: electric, propane, or other?
• Measuring winding temperature
• Regulating oven temperature
• Storage of the parts when not in use
• Safety concerns and cautions

Target audience: This presentation will benefit service center supervisors and management.

Cyndi Nyberg
Former EASA Technical Support Specialist

Electric motors often use space heaters to prevent condensation inside the motor when it is not running. In damp areas, they may be necessary to prevent condensation from forming on the windings. They are also important for motors that are on “stand-by” equipment, or motors that are out of service for prolonged periods of time. The function of a space heater is to keep the winding temperature 5^o to 10^oC above the ambient temperature.

Another type of space heater is the silicone rubber space heater that is applied directly to the winding end turns. One advantage to this type is that they use less power to heat the windings, and they also remain cool to the touch. It is a good idea to insulate between the heater and the winding. It is possible, although rare, for a faulty heater to cause winding failure.

Justin Hatfield
Marketing and Industry Awareness Committee Member
HECO - All Systems Go!

EASA provides a lot of valuable resources for members to utilize, including engineering support, sales and management training. One of the things we don’t talk enough about is how we, as members, can utilize these resources with our clients and prospective clients.

One of the ways in which you can utilize some of these resources is at a trade show. Many EASA members go to some form of a trade show. Some members who work for larger companies may go to a 10,000+ attendee national trade show and others may go to a small (<100 people) local trade show. Some are general manufacturing trade shows, and others may be industry specific such as a local water/wastewater conference. Some may even be local job fairs, which are great recruiting events if you need to add someone to your team.

So where does EASA come in? EASA offers a variety of items and tools that make it easy for members to prepare for and participate in trade shows. Here are some of those tools from easa.com that can be purchased or downloaded.

Anthony Sieracki 
Spina Electric Co.

Often during the rebuild and overhaul of a piece of electrical apparatus, we are faced with the challenge to identify the type of temperature detection devices that need to be replaced. The identification process should start at the beginning of the rebuild when the apparatus starts its way through the service center. Most major manufacturers identify the temperature detection device on a connection plate in the motor terminal box and many have a connection diagram indicating the type of device used. You can also refer to the manufacturer's catalog where they identify the type of temperature detector that has been used. Needless to say, it is usually too late to start identifying the temperature sensor after the winding is reclaimed and the device is now dust. Because that does happen, let's look at the styles and types of winding temperature detectors. Types of temperature detectors discussed include:

• Resistance Temperature Detectors (RTDs)
• Thermocouples
• Thermistors
• Thermostats

By Kevin Femal
Marketing & Industry Awareness Committee Member
EMS Industrial, Inc.

Since today’s marketplace has oftentimes been labeled the “Great Resignation,” companies need to dial up the focus on training their employees more than ever. This is true for several reasons. Let’s start with the current wage dynamic across the globe. All companies have been forced to examine their current wage scale to ensure they’re competitive in their respective markets. In many cases, companies are giving out more or larger raises than they’ve been accustomed to in an effort to stay competitive. This goes for both retaining and attracting talent. After the dust settles on the process of giving larger or more frequent raises, the company now must shift gears to strategizing on how the company can afford to give those larger or more frequent raises. The answer is greater productivity. And as much as we’d love to snap our fingers to increase productivity by 10%, the true answer lies in a company’s ability to train its workforce. With a greater focus on training, companies can increase productivity, which can far exceed the cost of increased wages.

Another reason training needs to be a larger focus in the current climate is because our employees are asking for it! McKinsey & Company, one of the world’s most renowned businesses in researching employee thought processes, recently conducted a survey of roughly 14,000 employees who left their job. The survey focused on why people quit their job in the past 12 months. The No. 1 reason for employees leaving their company, even above total compensation or a bad boss, was the lack of career development and advancement. Many EASA members will struggle with a plethora of career advancement opportunities yet nobody can make an excuse for struggling with development. Development is training. Our employees are asking us to develop them, teach them more and allow them to give more back to the business. And tying in the first paragraph of this article, we would gladly give our team members more substantial raises if we knew, as a business, their output or productivity would increase because of it. Let’s give them the tools to do so!

Where does EASA come into this equation? The great thing for all EASA members is we get the opportunity to take advantage of a large catalog of industry-specific content. Once on the EASA website (easa.com), click the Training tab on top to unlock a wide range of content suited for technicians, machinists, managers, marketers, inside sales and outside sales.

• Monthly Webinars: Each month, EASA hosts a monthly webinar for 30 minutes plus Q&A time, which is designed to help train our teams. Topics vary from fitting a sleeve bearing to a remote condition monitoring overview to converting motors from horizontal to vertical mount. And remember, they’re recorded in case an employee can’t view the day of the webinar.
• Seminars: EASA offers outstanding 2-day seminars around the country focused on repair team development. Topics that will be tackled in the upcoming nine months include Mechanical Repair Fundamentals of Electric Motors, Fundamentals of DC Operations & Repair Tips, Fundamentals of Pump Repairs, Principles of Medium and Large AC Motors and Root Cause Failure Analysis.
• Currents: Each month EASA distributes Currents, a publication aimed at giving you industry updates, training content, technical articles, a list of new EASA members and a list of EASA chapter and regional meetings.
• Tech Tips: In today’s world, everyone enjoys concise content. Similar to a toolbox talk topic, tech tips are designed to give your team a quick reminder or an easily digestible fact. You will find these tech tips in both EASA’s emails and monthly editions of Currents.
• Training Films Archive: One of the most underutilized training tools is EASA’s archived training films. These films cover 25 different topics that will help to develop even the most tenured of technicians.
• Past Convention Presentations: Many forget that EASA keeps all of their past convention presentation material. This material is great for sales, management, technicians and machinists. Within two minutes of scrolling, you will see 3-4 training materials that can benefit your team today.
• Private Webinars and Seminars: EASA will even offer private seminars to companies, EASA Chapters or EASA Regions. Topics range from motors to pumps to vibration/ balancing to marketing and sales.

Chuck Yung
EASA Senior Technical Support Specialist

One of the more mundane things we as repairers must be concerned with is motor storage. For many of us, storing large motors for major customers is its own profit center. For all of us, being aware of how our customers store the motors we repair and send to them is critical to customer satisfaction. A poorly stored motor is likely to suffer winding or bearing failure, and we don’t want unrealistic warranty claims over something outside our control.

Our primary concerns when storing motors, especially long-term, are windings, bearings and shaft sag.

Tom Bishop, P.E., and Chuck Yung
EASA Senior Technical Support Specialists

The typical service center repairs at least 300 motors per technician annually. Saving 8 minutes (0.133 hours) per job equates to: 300 x 0.133 = 40 man-hours per year—a full week of labor per employee. It is not unrealistic to expect twice that much savings, just by implementing some of these timesaving tips.

We all know that seemingly small time savings can significantly improve the bottom line. For a service center with a 12% return on investment (ROI), shaving a few minutes off each job is the equivalent of adding 2 manmonths of billing per productive employee.

For a 10-man service center, with a shop rate of $75 per hour, 20 man-months times 75 = $258,000. To add a quarter-million dollar account usually means adding personnel, sales maintenance, and risk of bad debt/warranty expense. However, steps that streamline efficiency continue to pay dividends.

Topics covered include:

• Layout and workflow
• Time killers
• Time: Is every hour on the job billable?
• Time-saving equipment
• Attitude and productivity
• Communicating effectively
• Training
• Lighting
• Calibration
• Storage/handling/procurement
• Parts storage
• Examples from real service centers

Tom Bishop, P.E.
EASA Senior Technical Support Specialist

It’s a striking fact that operating a three-phase induction motor at just 10°C above its rated temperature can shorten its life by half. Whether your facility has thousands of motors or just a few, regularly checking the operating temperature of critical motors will help extend their life and prevent costly, unexpected shutdowns. This article will show you how to go about it.

READ THE FULL ARTICLE

George Flolo
Chair, Marketing & Industry 
Awareness Committee
The Flolo Corp.
West Chicago, Illinois

The Marketing & Industry Awareness Committee met October 3-4 in St. Louis.  

As part of our fall meeting routine each year, the committee discussed EASA’s ongoing Industry Awareness Campaign’s results in getting EASA-authored articles published in the trade press. It’s my pleasure once again to share these very positive results. 

Members benefit

As a reminder, EASA works with editors of trade publications to provide articles written by members of our Technical Support Department on subjects of interest to their readers. Trade publications targeted are those whose readers comprise end-user markets (customers) served by EASA members. 

The primary target audience is plant engineers and maintenance personnel. Other targets include purchasing, general management, consulting engineers, electrical contractors, facility managers and design engineers. 

Trade press editors hold EASA-authored articles in high regard, and EASA is recognized as “The Electro•Mechanical Authority.” 

As a member, you benefit from these efforts because this coverage enhances your reputation as a professional solution provider in the electromechanical sales and service industry. 

Trade media feature articles totaled more than 668,000 media impressions for the year ending July 31, 2019. Although the number of media impressions (combined circulation of publications) was down from previous years, it is still substantial. Here is a breakdown of the media coverage we received: 

• Eight articles authored by EASA professional staff appeared in print editions of five industry trade publications. The eight articles resulted in 509,648 media impressions. 
• Two additional articles were highlighted in four industry digital media publications. These digital publications include dedicated online communities and e-newsletters whose members and readers include EASA’s plant engineering/maintenance end-user customer base. These articles resulted in 158,711 media impressions.
• Nearly 60 EASA articles are available online in the searchable content of websites hosted by Plant Engineering, Efficient Plant, Plant Services and Electrical Construction & Maintenance (EC&M). 
• Since 2002, more than 250 EASA-authored articles have appeared in 44 separate industry trade publications and related digital platforms, resulting in more than 11.5 million media impressions. 

Throughout the year, EASA keeps members informed about many of these published articles via social media and in Currents, with links to many of them on EASA’s website. Members are encouraged to link to EASA’s website and put out articles and share links with customers for use on sales calls or to educate them about our industry. 

Industry representation

Another key element of EASA’s Industry Awareness Campaign is industry representation. This includes presentations by EASA before other “publics” such as other Associations, industry groups, utilities, governmental agencies and end users. Since 2001, there have been 87 presentations. 

In addition, EASA’s world-class engineering team represents member interests in a variety of standards-making bodies and other such groups. This is a tremendous intangible benefit of our membership. To see a list of these efforts, visit the EASA website at www.easa.com/about-easa/industry-representation. 

During the 2023 EASA Convention & Solutions Expo, Jerry Peerbolte, Professor Emeritus at the University of Arkansas, presented findings from the fifth EASA research study conducted of end-user customers. EASA partnered with Plant Services magazine to conduct the study of their readers (and your customers).  

The purpose of the study was to determine end-user maintenance trends that impact EASA member businesses. The survey questions explored preventive and predictive maintenance practices including outsourcing trends, electric motor repair or replace decisions, criteria for evaluating service and sales providers, and plant maintenance goals, services, budgets and staffing.

Guests during the session were Tom Wilk, editor-in-chief at Plant Services magazine, and Michelle Schwery, director of portfolio at ABB Motion Service.

Tim Hebert
Management Services Committee Member
A&W Electric, Inc.

Wow! The Management Services Committee knew training was a hot issue, but the response to the 2023 EASA Handling Training Needs Pulse Survey was incredible! The committee received 115 member responses that included thoughts, challenges and plans on training our employees. Results show that approximately 80% of respondents have a training program with nearly 40% of all respondents using a combination of classroom and on-the-job training.

Gene Vogel
Especialista de Bombas & Vibraciones de EASA

Periódicamente, los miembros deberán actualizar los sistemas informáticos con el programa de software ACR instalado. El procedimiento para mover el programa a una nueva computadora depende de la versión instalada actualmente. A principios de 2022, se lanzó una actualización con una estructura de base de datos modificada, y la instalación de la actualización incluyó una reestructuración automática de las tablas de datos para el historial de motores rediseñados de los miembros. Por lo tanto, si la instalación actual de un miembro no se ha actualizado, el procedimiento para mover el programa a una nueva computadora incluirá la actualización y los cambios automáticos en la tabla de datos.

Al mover el programa a una nueva computadora en todos los casos, se recomienda descargar una nueva copia del archivo de instalación del programa desde el sitio web de EASA, easa.com. Los miembros deben iniciar sesión en su cuenta con sus credenciales de EASA y hacer clic en la pestaña My Account en la parte superior de la página. Luego, los miembros deben seleccionar el elemento Descargas en el medio de esa página. Se mostrará una lista de los productos descargables de EASA. Seleccione “AC Motor Verification & Redesign - Ver. 4 (Windows) - Download” de la lista. El archivo de instalación del programa se descargará en su computadora. Si el programa no está en la lista, comuníquese con nosotros con respecto a la compra del programa. La descarga del archivo de instalación del programa también se puede encontrar buscando "Update" en la página de inicio de EASA y seleccionando “Important Software Update” en los resultados. Por supuesto, debe iniciar sesión con sus credenciales de EASA.

En la nueva computadora, asegúrese de que los archivos del programa ACR, C:\Program Files\ MotorDB, no estén en el nuevo disco duro. (Es posible que el programa se haya movido de la computadora anterior si los archivos se transfirieron desde la antigua computadora). Los archivos de datos del programa se deben copiar de la computadora anterior al nuevo disco duro, así que mueva C:\Users\LoginName\Documents\carpeta EASA Winding Data al nuevo disco duro. Si esta carpeta no está en la computadora anterior, puede haber una versión muy antigua del programa con los archivos y datos del programa en la carpeta C:\ Users\LoginName\Documents\AcRedesign. En cualquier caso, copie la carpeta completa en el nuevo disco duro de la computadora en la misma ubicación. Con los archivos de datos del programa copiados en el nuevo disco duro, la nueva computadora está lista para la instalación del programa. Nota: Si no desea tener el historial de motores rediseñados de los miembros de EASA en la nueva computadora, simplemente omita la transferencia de los archivos de datos al nuevo disco duro.

El siguiente paso es ejecutar el programa de instalación que se descargó del sitio web de EASA; simplemente haga doble clic en el archivo para iniciar la instalación. El programa le solicitará el nombre de su empresa y su número de miembro de EASA. Por favor utilice su número de miembro de EASA. Se le pedirá sus “directories for databases”; se recomienda utilizar las ubicaciones predeterminadas. Póngase en contacto con el soporte técnico de EASA si es necesario utilizar ubicaciones alternativas del directorio de datos.

Además, en este cuadro de diálogo rápido hay una selección para “Start with no custom motors” o “Transfer existing motors from previous version". Si los archivos de datos han sido copiados desde la computadora anterior, seleccione “Transfer existing motors from previous version” y asegúrese de que el campo “previous ACR database” apunte a la ubicación correcta. Si la base de datos anterior es de una versión antigua aparecerá una pantalla de texto a medida que se copian y reestructuran los registros. La instalación debería entonces continuar; cuando se complete, aparecerá un mensaje con opciones para “Create a desktop icon” y “Run the EASA program”.

Si el programa no se ejecuta cuando finaliza la instalación, inícielo manualmente desde el icono o desde el menú del programa de Windows; habrá una carpeta EASA en el menú del programa de Windows. Cuando el programa arranca, buscará una conexión a Internet para verificar las actualizaciones y la base de datos. Si encuentra una conexión a Internet, el programa puede reiniciarse una o dos veces a medida que se instalan las actualizaciones; tenga paciencia, ya que esto puede demorar varios minutos según la velocidad de la conexión a Internet.

Cuando el programa haya terminado de instalar las actualizaciones, aparecerá la pantalla de bienvenida. Si sus usuarios no están familiarizados con el funcionamiento del programa, los tutoriales disponibles en la pantalla de bienvenida son un excelente recurso. Existen disponibles tutoriales para el funcionamiento básico del software, búsquedas en bases de datos de motores, uso de la cuadrícula de selección y para efectuar rediseños básicos. Incluso los usuarios experimentados pueden encontrar útiles estos tutoriales. Para acceder a las funciones del programa, cierre la pantalla de bienvenida haciendo clic en la X junto a Bienvenida en la pestaña de la parte superior.

Sugerencia: El programa incluye una base de datos de clientes para que cada motor rediseñado pueda etiquetarse con un cliente específico. Es útil si los clientes habituales se configuran con anticipación para que los usuarios puedan seleccionarlos de la lista en lugar de escribir el nombre del cliente cada vez que se use. Esto también ayuda a evitar que un cliente se ingrese varias veces con diferentes nombres. Seleccione el elemento Database->Custome del menú para acceder a la base de datos de clientes.

Si encuentra algún problema durante el proceso de instalación del programa, comuníquese con el Soporte técnico de EASA. Además, el programa tiene opciones para usar la base de datos local o en línea de bobinados de motores, que es diferente de la base de datos del historial de motores rediseñados de los miembros, y opciones para la transferencia automática de datos de motores rediseñados a EASA. Para obtener recomendaciones sobre cómo cambiar su configuración predeterminada, comuníquese con el Soporte técnico de EASA.

Gene Vogel
EASA Pump & Vibration Specialist

Periodically, members will need to update computer systems with EASA's AC Motor Verification & Redesign (ACR) software program installed. The procedure for moving the program to a new computer depends on the version of the currently installed program. Early in 2022, an update was released with a modified database structure, and installation of the update included an automatic restructuring of the data tables for members’ redesigned motor history. Therefore, if a member's current installation has not been updated, the procedure for moving the program to a new computer will include the update and automatic data table changes.

When moving the program to a new computer in all cases, it is recommended that a new copy of the program installation file be downloaded from the EASA website, easa.com. Members should log in to their website account with their EASA credentials and click the My Account tab at the top of the page. Members should then select the Downloads item in the middle of that page. A list of the EASA downloadable products will be displayed. Select “AC Motor Verification & Redesign - Ver. 4 (Windows) - Download” from the list. The program installation file will be downloaded to your computer. If the program is not listed, contact EASA Member Services regarding your purchase of the program. The download for the program installation file can also be found by searching for “Update” from the EASA home page and selecting “Important Software Update” from the results. Of course, you must be logged in with your EASA credentials.

On the new computer, be sure the ACR program files, C:\Program Files\MotorDB, are not on the new hard drive. (The program may have been moved from the old computer if files were transferred from the old computer.) The program data files should be copied from the old computer to the new hard drive, so move the C:\Users\LoginName\Documents\EASA Winding Data folder to the new hard drive. If this folder is not on the old computer, a very old version of the program may have the program data files in the C:\Users\LoginName\Documents\AcRedesign folder. In either case, copy the entire folder to the new computer hard drive in the same location. With the program data files copied to the new hard drive, the new computer is ready for the program installation. Note: If there is no desire to have the members’ redesigned motor history on the new computer, then simply skip transferring the data files to the new hard drive.

The next step is to run the install program that was downloaded from the EASA website; simply double-click the file to start the installation. The program will prompt for your Company Name and your EASA Member Number. Please use your EASA Company Member Number. You will be prompted for your “directories for databases”; it is recommended that the default locations be used. Please contact EASA Technical Support if there is a need to use alternate data directory locations.

Also, on this prompt dialogue there is a selection to “Start with no custom motors” or “Transfer existing motors from previous version.” If data files have been copied from the old computer, select “Transfer existing motors from previous version” and be sure the “previous ACR database” field points to the correct location. If the old database is from an older version, a text screen will display as the records are copied and restructured. The installation should then continue; when complete, a prompt will appear with options to “Create a desktop icon” and to “Run the EASA program.”

If the program does not run when the installation completes, start the program manually from the icon or from the Windows program menu; there will be an EASA folder in the Windows program menu. When the program initially starts, it will look for an internet connection to check for program and database updates. If an internet connection is found, the program may restart one or two times as updates are installed – be patient as this may take several minutes depending on internet connection speed.

When the program has finished installing updates, the Welcome screen will be displayed. If your users are not familiar with the program operation, the Tutorials available from the Welcome screen are an excellent resource to get them going. Tutorials for Basic Software Operation, Motor Database Searches, Using the Selection Grid and doing Bare Core Redesigns are available. Even experienced users may find these tutorials helpful. To access the program features, close the Welcome screen by clicking the X next to Welcome on the tab at the top.

Tip: The program includes a Customer database so that each redesigned motor can be tagged to a specific member Customer. It is helpful if frequently used Customers are set up ahead of time so that users can select them from the list rather than typing the Customer name each time. This also helps to prevent a Customer from being entered multiple times with various spellings. Select the Database->Customer item from the menu to access the Customer database.

If any problems are encountered during the program installation process, please contact EASA Technical Support for assistance. Also, the program has options for using the Online or Local Motor Winding Database, which is different from the members’ redesigned motor history database, and options for the automatic transfer of redesigned motor data to EASA. For recommendations on changing these from their default setting, contact EASA Technical Support.

Tim Hebert
Management Services Committee Member
A&W Electric, Inc.

As leaders, we are responsible for developing those around us to maximize their performance and prepare them for larger roles within our organizations. This facet of management presents several challenges, not the least of which is a shortage of experienced technicians. While we have mostly focused on filling technical positions, we can make a similar case for acquiring management, sales and support talent.

Jerry Peerbolte
J. Peerbolte & Associates
Fort Smith, Arkansas

When end-users decide to out­source any maintenance service, what criteria do they use to evaluate possible vendors? This question was explored in EASA’s 2014 Customer Research study. It was also examined in the earlier EASA industry research (2003 and 2008) allowing the opportunity to determine if attitudes and practices have changed over time.

It should come as no surprise that the factor most important to end-users when selecting an outside maintenance service provider is the “quality of service work performed.” This factor was similarly the most important one in the earlier EASA industry research.  

Clint Swindall,
Verbalocity, Inc., San Antonio, TX

Leaders often lead employees based on the way they’ve been led in the past. As leaders, we can all think of good bosses and bad bosses from our past. Good or bad, there were lessons to be learned. In this 15-minute session, the speaker discusses what makes bad leaders bad and good leaders good, with an eye on person introspection of our own leadership abilities.

Clint Swindall
Verbalocity, Inc.

The pandemic of 2020 is creating change in virtually all organizations. From changes in work routines to uncertainty of security in the future, employees are faced with change (both professionally and personally). In this 15-minute recording, the speaker addresses a very specific thing you can do to help employees through these changing times.

Clint Swindall
Verbalocity, Inc.

Employees need help getting through these uncertain and unprecedented times. While it’s our job to provide guidance and encouragement, who is guiding and encouraging us? In order to stay strong for our employees, we need to be inspiring ourselves. In this 15-minute session, the speaker will discuss some things you can do to take care of yourself during these tough times in order to take care of others.

Clint Swindall
Verbalocity, Inc.

As a professional, you are contributing to your organization with exceptional skills required for your area of expertise. As a leader, you are contributing based on your ability to successfully fill four specific roles of leadership. In this 15-minute recording, the speaker takes a look at those four roles and how to fill the right role for each leadership situation.

In this new webinar created specifically for owners, general managers and sales leaders, highly rated 2019 EASA speaker Mike Weinberg shares strong words of encouragement, practical coaching tips, and powerful best practices for leading (sales teams) through this unique time.

This session covers:

• Critical Characteristics for Leading Through Crisis
• Balancing Empathy & Accountability
• Remaining On-Mission: The Duty of Sales
• Success Stories from Sellers
• Choosing Perseverance & Positivity over Pity Parties & Panic
• Fly. The. Airplane. – Focusing Exclusively on Fundamentals
  • 1:1 Accountability for Results, Pipeline & Activity
  • Sales Team Meetings that Energize & Equip Salespeople
  • Addressing Underperformance & Complacency
  • Pointing the Team
  • Arming the Team

Mike's passion is helping sales teams win more New Sales!

He's become one of the most trusted and sought after sales experts and has led workshops and consulted on five continents in the past year. Mike is the author of three Amazon #1 Bestsellers: #SalesTruth, New Sales. Simplified., and Sales Management. Simplified. which is the most reviewed sales management book on Amazon and been called "arguably the best book ever written on sales management." Inc. Magazine also heaped praise on his work, saying that it’s “the #1 book every sales leader should read.”

Tim Hebert
Management Services Committee Member
A&W Electric, Inc.

Much has been written and said about the great resignation of 2020. In summary, people are quitting their jobs in record numbers! But why? While we often see this in very strong economies, what we have experienced in the past couple of years has been anything but! The cause of this great resignation tells us a lot about the mindset of our current employees. It also tells us a lot about the future of employment.

In summary, the pandemic of 2020/2021 has created a great pause in people’s lives. Not so different from the Great Depression, World War II, Vietnam, or Sept 11, 2001. Tragic events often cause people to stop and reset ... their thinking, their lives, their priorities.

A very common refrain employers are hearing from people is, “While I know I need to work, I now realize that I want work to maintain a very specific place in my life, not to dominate my life.” Therefore, many people are reprioritizing their work lives to create more free time, reduce commute time and make overall changes in their work lives.

While we normally think of turnover as more of an issue with younger employees, the great resignation is being driven by mid-career changers between 30-45 years old. Unfortunately for employers, these are folks who are among the major contributors to their companies because of experience and time in role. Many are reporting the pandemic has given them time to rethink priorities and now is the time to make a change!

Are you aware of the federal employment law related to COVID-19 that could impact your business? This EASA-exclusive webinar will make sure you are in compliance!

If your company was granted a Paycheck Protection Program (PPP) loan, do you know all the parameters for making sure the loan is forgiven? View this webinar recording to be sure!

Presented by expert attorney and consultant David Schein, MBA, JD and PhD, President and General Counsel of Claremont Management Group. David has been a highly-rated and well-received speaker at past EASA conventions.

Chuck Yung
EASA Senior Technical Support Specialist

There are applications where the end float inherent to a sleeve bearing machine is not desirable, and some means of limiting the axial movement is needed. This is usually accomplished by selecting an appropriate coupling and relying on the driven equipment to prevent axial movement of the motor shaft. 

The gear-hub style of coupling can be end-float limited by installing a “hockey-puck” spacer. The grid-style coupling can be limited by spacers inserted on both sides. 

Regardless of coupling style, unless the driven equipment has some internal means to limit end float, there are circumstances where some external means of preventing axial movement is needed.

Crystal Bristow
EASA Marketing & Industry Awareness Committee Member
Jenkins Electric Co.

Of all the social media options, look to LinkedIn to build your online presence within the electromechanical industry. It’s professional, requires less engagement than traditional social media and is used the most by our industry.

To make the most of the platform, review your profile and check for a few must-haves (or use this as a starting point):

• Upload a profile picture. It should be professional (selfies, boat pics or pictures with alcohol are no-go’s). Don’t worry about going to a photo studio. Ask a coworker with a smartphone snap a picture of you outside in natural lighting with a clean background.
• Check that your job title, location and company are current.
• Write an “about” statement highlighting your career accomplishments, certifications and expertise. Think of this as your “personal elevator speech.”
• List your current and previous positions and add a summary to each (just a few short sentences about your role and responsibilities).
• Next, start exploring, connecting and engaging.

Give LinkedIn five minutes a couple of times a week, and see industry peers and relevant trends show up in your feed. And, of course, follow EASA for updates and valuable content. 

Tom Bishop, P.E.
Especialista Sénior de Soporte Técnico

De vez en cuando escuchamos el término “cuarto limpio” para nombrar un área de bobinado aislada físicamente de las demás zonas del centro de servicio (Figura 1). La finalidad principal de tal encerramiento (Figura 2) es prevenir que los materiales y los bobinados se contaminen con polvo y suciedad que pueda estar presente en otros sitios del centro de servicio. Algunos centros de servicio construyen estos encerramientos porque se esfuerzan en proporcionar el ambiente práctico más limpio para los trabajos de rebobinado y otros los usan también durante el proceso de instalación de los rodamientos. Los recintos tipo cuarto limpio también pueden beneficiar a las instalaciones ayudando a minimizar problemas de calidad y aumentando el volumen de producto conforme.

Aquí, exploraremos la diferencia entre un ambiente controlado y un cuarto limpio, los requisitos para ambos y proporcionaremos detalles para ayudarle a determinar si quiere añadir a sus instalaciones un ambiente controlado o un cuarto limpio.

Gary Braun
Brehob Corp.

Repair and rewinding of table and chuck magnets requires the same skill set as winding field coils for DC motors. The testing is also similar. These magnetic chucks are primarily used on large grinders. DC electro-magnets seem deceptively simple. They operate on the same principles as the common bar electromagnet and horseshoe electromagnet. The strength of this magnet is proportional to the ampere turns of the coil. The coil will produce north and south poles just as in a DC motor frame.

Topics covered in this article include:

• Brief background of these types of magnets
• Tests with same standards
• Possible coolant leaks
• Identical field coils
• Lead failure is common
• Potting of the coils

Paul Idziak
Shermco Industries, Inc.

Most business owners and managers will say “employees are our most valuable asset.”  Even though we say it and preach it, do we act like it? The results from the May Management Pulse Survey on hiring practices tell the story that many in our industry don’t spend enough time properly vetting the investment in these critical employees.

VIEW THE RELATED ARTICLE

Stan Martindell
Topeka Electric Motor Repair, Inc.

The July issue of Currents included an article by fellow Management Services Committee Member Paul Idziak that focused on the May Management Pulse survey covering several aspects of the hiring process. This article builds on Paul’s analysis and covers four other areas of hiring new employees covered in the July Management Pulse survey.

VIEW THE RELATED ARTICLE

Careful thought needs to be given to the hiring process. Hiring the best candidate should always be the goal. Following proper procedures increases the chances of hiring the best candidate; it also reduces the chances of creating legal liability for your company.

Mike Huber,
American MTS

At some point, all businesses change over to the next phase of ownership. Whether that means passing the baton to the next generation, selling the company outright or simply closing the doors, there will be a change. The latest Management Pulse survey examines what EASA service center owners are thinking and planning for this transition.

Jan Schmidlkofer
Management Services Committee Chair
K&N Electric

The latest Management Pulse Survey results are in! Everyone’s participation is appreciated. Read on to see what the respondents had to say.

As many of us know, EASA businesses are as varied as the stars in the sky. As the saying goes, “When you’ve seen one EASA member, you’ve seen one.” The results from the Management Pulse Survey conducted in April demonstrate that once again.

Ryan Senter
Management Services Committee Member
Hibbs Electromechanical, Inc.

As we continue through 2020, talent acquisition and retention remain significant topics in a variety of industries. Based on the results from the recent Management Pulse Survey, 72 percent of respondents, who are fellow EASA members, stated talent acquisition is a significant issue for their companies.

Paul Idziak
Shermco Industries, Inc.

Providing a clear and concise handbook (or policy manual) to employees cannot be undervalued or neglected. The handbook can help establish the culture of the organization along with clearly communicating to employees the expectations and policies of the business.  The most recent Management Pulse survey results on workplace polices tell the story that most of the organizational managers agree on the importance of the company handbook.

Tim Hebert
Management Services Committee Member
A&W Electric, Inc. 

The results are in from the Management Services Committee’s Pre-hire Assessment Management Pulse Survey. The overall turnout was fantastic at 158 responses. Thank you to EASA members for your feedback. 

Tim Hebert
Management Services Committee Member 
A&W Electric, Inc.

Many research organizations study employee engagement, and they should! Employee engagement is one of the most effective ways to keep your team productive. Include them in solving daily problems and capitalizing on opportunities that present themselves in your business.

Gallup reported that approximately 70 percent of employees do not feel actively engaged in their jobs. That is a staggering number. Studies suggest this generally results from a lack of:

• Communication from supervisors; 
• Clear expectations or definition of success; 
• Satisfaction from their work; 
• Empathy from their management team.  

Whether true or not, that is what many people feel.

Kevin Krupp
Management Services Committee Member
York Repair, Inc.

During our last Management Services Committee meeting, a comment was made by one of the members that it was getting harder to get technicians to work overtime in a post-Covid world. That comment and the ensuing conversation served as the basis for this survey.

The committee was curious to know if this was a trend that our greater EASA membership was experiencing. We asked six questions and the responses can be seen in the accompanying charts.

Ron Collins
Tennessee Associated Electric

EASA’s most recent Management Pulse survey compared answers to similar questions asked in a healthcare and other benefits survey conducted in September 2014.

With the challenges of finding and retaining employees, the survey comparison of what has changed in the last five years could provide some clues to the future direction and employee expectations in those areas.

Tim Hebert
A&W Electric, Inc.
Charlotte, North Carolina
Management Services Committee Member

One of the main goals of EASA’s Management Services Committee is to be attuned to the management needs of all members. With that knowledge, we try to deliver valuable information that matters in your business.

The most recent Member Needs Assessment Survey revealed that one of top areas that members want EASA to focus its management education resources on is leadership.

With that in mind, we hope members will think about this topic a little more and provide some specific details on the type of information you would like to receive. To help with this process, I was asked to share some of my thoughts on leadership. Then we want your feedback in an upcoming Management Pulse survey to help us find the right resources for you.

Leadership is a topic that is of great interest to me as I run my business on a daily basis. And I cannot think of a more critical topic for each of us to be focused on as we navigate our businesses through challenging times.

Broad and complex topic

When we ponder leadership, we must think deeply about what it is we want to learn more about. For instance, I try to evaluate my own leadership style on a daily basis. Am I setting a proper example for my staff, customers, vendor partners, customers, etc.? Does my leadership style resonate with today’s employee? How can I adjust my own leadership style to maximize my ability to communicate with employees of varying age, goals and temperament?

As we look to establish our own leadership style, what core values do we embrace to use as a foundation for leadership? As a part of that process, it is important to measure our own development. How do we continue to develop and evolve to meet changing times and staff needs? What are we doing to continue our own path to growth?

Other challenges

From my viewpoint, there are several other challenges related to leadership. One of the largest we face is selecting the right people for leadership roles within our companies. From the selection of leaders, to their own personal development, how do we develop those who will become the future of our organizations.

For larger organizations, the challenge is more complex. The ability to select, develop and retain effective leaders is a base challenge we all have. As organizations get larger and more complex, the additional challenge of keeping multiple leaders “rowing in the same direction” becomes more difficult.

Setting the tone and overall culture of an organization and ensuring that all of the leaders involved act in unity with the overall culture, direction and goals of the organization become critical to running an organization that is unified in purpose. If those challenges are not effectively managed, it is possible to have one portion of the organization pursuing one set of goals and another pursuing goals that are unrelated or, worse yet, in conflict with the goals of leadership.

Such is the challenge of leadership. These are issues we all face daily. The thoughts I’ve shared here are ones that are on my mind. But what about you? Check out the questions above that will be in a Management Pulse survey later this month.

Greg Priest
Management Services 
Committee Member
Priest Electric

In today’s world of electronic communication and banking, it’s always good to review cybersecurity reminders. Following are eight to keep in mind:

1. Update Your Software. Whether you are on iOS, Windows or Android, you need to make sure you have updated your operating system to include all the latest “fixes.”  This will protect you from the most common attacks and keep your system prepared to defend itself without your human input.
2. Two-Factor Identification. Any sensitive accounts, like banking, should force you to have two-factor identification already set up. This is the second set of credentials you need to change any password or even login.
3. Back Up Your Data.  This is not difficult in our world of cloud computing; you can have this set up to automatically back up in the background. Best practices are that your backup is not stored at your work site. Pay for cloud service with secure storage facilities. They will even have a backup of your backup.
4. No Public Wi-Fi.  While you think that a coffee shop’s free Wi-Fi is secure, or a random computer is willing to share internet access, don’t do it. 
5. Limit What You Share on Social Media. I know, we’re proud of our accomplishments. But there are entire businesses that scrape your public information and use it. We recently had to get rid of our “About” page on our business site, as criminals were scraping that information and trying to set up accounts in our business name by posing as customers and potential customers.
6. No Online Use of Debit Cards. While your debit card holding bank will tell you they are secure and will refund any fraud, read the customer agreement. Debit cards work too fast and immediately take money from your checking account; the dispute process is not resolved quickly. Credit cards are intentionally slow; disputes will put the burden on the merchant to prove payment legitimacy, and you have the benefit of keeping your money until resolution.
7. Suspicious Emails Are the Worst.  This could be its own subject as there are so many ways criminals are trying to get to us. Never download an attachment unless you are sure of the sender. Let’s review the most common scams:
   • Spoofing a Forged Email Address. It often looks like it’s from yourself, or a bank or any legitimate company. Upon review of the actual email address, it does not match its label. This will often get around your spam filter.
   • Phishing is Likely Combined on Top of Spoofing. Often it will look like a bank email but then “fish” for your information. It will ask you to use their link in the email to log-in to their website. Phishing emails can be “baited” as well. For example, fraud detected on your bank account, log-in here. Or a positive bait: confirm your reward, enter your information here. Don’t take the bait!
   • Smishing is the Same Thing as Above but Comes in a Text Message. This is phishing combined into a SMS text message, so the internet has crowned it Smishing. It works the same way. Set the bait (you’ve won something) and click here. Then the sender tries to reel you in.
8. Scan With an Anti-Virus Application. You may have caught a tracker or virus by accident.  If things aren’t behaving normally on your system, you can check it out. There is one big rule when it comes to anti-virus applications; you seek it out on your own.  There are many good apps that can help, but they never come to you;  you must go to their legitimate website and download.  Even if you’ve used their services before, never use an email link, ad or pop-up for anti-virus. See phishing above.

While these tips cannot protect you from all online threats, they are a great start. When in doubt, do your homework and due diligence. If you have any doubts about that email, just delete it. Happy computing.

Craig MacKay & Glenn Tofil
England & Company, LLC

Solid middle-market businesses are vulnerable to revenue surprises and market volatility as the impact of COVID-19 on the economy is currently demonstrating. While the long-term prospects of your business may not be materially impaired by temporary decreases in customer demand, delayed projects or supply chain disruptions, the earnings impact can potentially trigger a default under performance-linked financial covenants with a lender.

As part of this presentation, the speakers discuss: 

• Steps business owners should take if the breach of a financial covenant is a possibility  
• The range of how different lenders might work with borrowers that are in default
• Actions that can be taken if a breach leads to the need to amend an existing credit facility, seek a new credit facility or lending relationship, or possibly raising additional third-party junior capital to shore up a company’s balance sheet

The presenters have helped numerous business owners obtain long-term funding to allow their companies to thrive and grow. In addition, England & Co. will be joined by representatives of leading debt capital providers to discuss how companies can best handle short-term liquidity challenges and prepare for a resumption of long-term growth.

Mike Howell
EASA Technical Support Specialist

The theme for the current EASA administrative year and the 2018 EASA convention is “Connect to Quality.” Just as the size, organizational structure and processes of EASA member service centers can vary widely, so can their measure of quality in product or service realization. To understand why there is no cookie cutter approach to quality for service centers, it’s helpful to work through a few terms.

Kelley Fujino
Marketing + Industry Awareness Committee Member
Lubbock Electric Co.

Have you created your “Google My Business” profile?  It’s free advertising! Even if you haven’t, your company may already have a bare-bones profile created with public information. 

Google My Business (GMB) profiles appear to the right of search results in a separate box for direct company searches and in map results for general searches, such as “electric motor repair near me.”  

Do a Google search for your company name and city to see if your business has one. If you see a link that says “Own this business?” or “Claim this business,” it means that your business page is unclaimed. You can start the process of claiming it from that link. You can also go to google.com/business to either create or claim a business page. 

A Google account is required to create and maintain a GMB profile. Even if you have a personal Google account, consider creating a separate Google account for your business.  After verification, you can easily update the business information, upload attractive pictures, and post articles from your website or special offers.  What’s more, you can track how many calls and website visits your business receives directly from Google and uncover what search terms people used to find your business.

At least once a quarter, spend a few minutes investigating your company as if you were a new customer. Remember, all your sales and marketing efforts must be backed up when customers hit your door, phone or website; otherwise your efforts are wasted.

• Visit your website with fresh eyes. Do all the links work? Are the phone number, address and hours of operation correct? Is it easy and clear to contact you?
• Check your contact form (if your website has one). When a form is completed, do you know where it goes? Does your internal staff treat these leads with the importance they deserve?
• Call your company’s main number and/or 800# from an unknown number. How is the experience? Does someone answer who is pleasant and ready to help?

Follow-up directly with a few new customers every quarter upon the completion of their first job. Have a quick list of questions to gauge their satisfaction level and willingness to repeat business.

Many EASA members have a website, post on social media or produce a company newsletter. Inevitably, you have an employee who is almost always in search of content. QuickSprout, an online digital marketing resource, suggests a few ways to make content generation a breeze.

• Social media followers: Start with people who follow you on social media. Click on their profiles and see what they are posting about. 
• Competitor websites: Take a look at your competitor’s blog. While you certainly don’t want to use their content word-for-word, there is nothing wrong with using their concepts for content generation.
• Sign up for newsletters: Sign up for industry newsletters and most will be delivered directly to your inbox. They’ll keep you up-to-date with trending topics, news and events.
• New products and technology: Writing content about a new service or product is always a good idea. First, you’ll be able to generate buzz for the release, which will ultimately drive sales. But the release also gives you something to write about.
• Use data and analytics: Do you have an interesting take on the industry research EASA published in late June? Write about that.
• Revisit previously published content: Your old content should not be forgotten. Use those topics for ideas too. Just re-work the headlines and write the article from a different updated angle.
• Create topic lists in bunches: Create a long list of topics all at once. Spend a few hours researching subjects for new ideas. Give yourself enough topics for at least a month or two. When your mind is focused on the single task of generating topics, then it’s much easier to brainstorm.
• Blog or social media comments: Always review and respond to the comments posted on your social media channels or your blog. These comments can be a great source of inspiration, and you can pull concepts from them to write about in the future. If people ask questions in the comments section, those questions could be used as titles for a new topic.
• Conduct interviews: Ask your customers directly what type of content they would like to see. Conduct interviews and ask them about their buying habits. The responders may start feeding you new content ideas without even realizing it.
• Google search suggestions: If you’ve got a general topic in mind, start searching for it on Google: https://www.google.com. In addition to the search suggestions that appear, you can also check out the related searches at the bottom of the page.
• Recent events: When you’re watching the news or reading updates from an online source, think about how you can make certain topics relevant to your brand.
• Product reviews: Think about recent products you’ve used related to your brand, your industry or your business. Review these topics in a video demonstration or in a blog post.
• Topic generator platforms: If you’re stuck and can’t think of anything to research or write about, use online sources to help you generate topics. One is the HubSpot blog ideas generator (https://www.hubspot.com/blog-topic-generator). All you have to do is add some keywords and the tool will come up with a list of potential ideas.
• Personal stories: Tell a story about something that happened to you or a customer. It could be a success story or it could be a story about a mistake you made. How did you learn from the experience?
• YouTube videos: YouTube can be a great resource when you need to come up with new ideas. Treat it the same way as a Google search. As you start to type in a subject, you’ll see suggestions. When you watch a video, there will be related videos on the sidebar for you to consider as well.

DESCRIPTION
This 94-page handbook (3.5" x 6", 9cm x 15cm) contains carefully selected materials designed to assist repair firms in their everyday work. Just as important, your customers and potential customers can use this pocket handbook as a handy reference for mechanical data for motors and driven equipment. Buy this great resource as is OR custom brand your company logo and information on the cover to turn it into a great marketing piece for your salespeople!

BUY COPIES OF THIS HANDBOOK

TABLE OF CONTENTS

Alignment
Alignment Information
Suggested Alignment Tolerances
ANSI/ASA Alignment Quality

Balancing And Vibration
Single-Plane Versus Two-Plane Balancing
Vibration Tests
Unfiltered Housing Vibration Limits
FFT Vibration Analysis
Vibration Constants
Vibration Conversion Factors
Electric Motor Vibration Diagnostic Chart

Motor Application Forumlas
Output
Shear Stress
Speed–AC Machinery 
Affinity Laws–Centrifugal Applications

Conversion Factors, Equivalencies & Formulas
Conversion Factors
Temperature Conversion Chart
Common Fractions Of An Inch–Decimal & Metric Equivalents
Prefixes–Metric System
Formulas For Circles

Bearings
Nominal Dimensions For Radial Ball Bearings
Nominal Dimensions For Cylindrical Roller Bearings
Radial Ball Bearing Fit Tolerances
Cylindrical Roller Bearing Fit Tolerances
Lock Nuts And Lock Washers For Ball Bearings

Motor Bearing Lubrication
Lubricating Oil Viscosity Conversions
NLGI Grease Compatibility Chart
Grease Classifications
Grease Relubrication Intervals

Metals And Alloys
Properties Of Metals And Alloys
Weight Formulas For Steel
Thermal Linear Expansion

Bolts
ASTM And SAE Grade Markings For Steel Bolts And Screws
Precautions For Tightening Bolted Joints
Bolt Tightening Torque Values
Tap Drills And Clearance Drills For Machine Screws

Keys And Keyseats
NEMA Keyseat Dimensions–Foot-Mounted AC & DC Machines
IEC Shaft Extension, Key And Keyseat (Keyway) Dimensions
Square And Flat Stock Keys
Standard Keyseat Sizes
Metric Keys–Standard Sizes

Belts And Sheaves
Pulley Formulas For Calculating Diameters and Speeds
Belt Installation
Belt Tensioning
Belt Deflection Force And Elongation Ratio
Standard V-Belt Profiles And Dimensions
V-Belt Sheave Dimensions
V-Belt Sheave Dimensions For AC Motors With Rolling Bearings
Application Of V-Belt Sheave Dimensions To AC Motors With Rolling Bearings
Mounting Of Pulleys, Sheaves, Sprockets, And Gears On Motor Shafts
Minimum Pitch Diameter For Drives Other Than V-Belts

Welding, Brazing And Soldering
Recommended Copper Welding Cable Sizes
Types Of Weld Joints 
Brazing
Basic Joints For Brazing
Soldering
Melting Temperatures Of Tin-Lead-Antimony Alloys
Flux Requirements For Metals, Alloys And Coatings

Slings, Wire Rope, Shackles and eyebolts
Types Of Slings
Typical Sling Hitches
Wire Rope
Spreader Bars
Lifting Capacity
Forged Shackles
Eyebolt Strength

Common Signals For Crane

Fundamental to every good mechanical repair is the ability to disassemble, repair and reassemble the motor correctly without unnecessary damage to any of the motor parts. This sounds simple, and yet too many costly mistakes are made in this process of taking things apart. If every motor repaired was in “as new” condition, the task would be much simpler. But this would be no guarantee that the reassembly would be correct.

​There is usually an easy way and a hard way to remove and install parts. Brute force is seldom the easiest or the correct way. The old saying of “don’t force it, get a bigger hammer” is seldom the best way.

When a service center is paid to repair equipment, the service center wants it to stay in operation. If the equipment fails again—within the warranty period—the service center pays to repair it again. It makes sense to repair it correctly the first time.

In order to improve equipment, it is important to know how and where it operates. Without understanding why a motor fails, it is impossible to deliberately improve its mean time between failures.

To do this, there must be communication between the service center and the motor user. Not only does this help the repairer decide the best course of action, but it helps the user appreciate the professionalism of the service center.

Repair procedures, like motors themselves, are affected by changes in technology. This book attempts to include the latest proven technologies. Time-honored methods of repair, in many cases, may still be the most practical option. Options presented throughout this book are intended to help the technician select the appropriate repair method, recognizing that the ultimate decision rests with the equipment owner.

Repair methods sometimes fall into disfavor, not because better methods are introduced, but because of poor techniques. Other repair methods are well-suited to some applications but not to others. It is the job of the repairer to decide what is the best method for each case.

This book is divided into sections for basic motor components with repair methods and tips dispersed throughout. Where practical, reasons for failures are also discussed. These will aid the technician in selecting the most appropriate method of repair for each unique application.

The information presented draws from EASA publications, IEEE publications, technical journals and literature supplied by vendors, motor manufacturers and established service centers.

This book contains many suggestions on how to correctly handle the various parts of a motor during the repair process so as to minimize damage. However, it is impossible to develop an all-inclusive list. Instead, the basic principle of taking the time to use the correct tool and correct procedure will usually lead the technician down the right path. Always remember, if it has to be forced beyond reason, it might be that neither the proper tool or procedure is being used or something is wrong with the parts. Step back and ask “What am I overlooking?”

Table of Contents

1. Motor Nomenclature
2. Motor Applications and Enclosures
3. Test and Inspection Procedures
4. Motor Disassembly Tips
5. Bearings
6. Bearing Housing Repair, Shaft Openings, Seals and Fits
7. Shafts
8. Rotors
9. Motor Assembly
10. Motor Accessories and Terminal Boxes
11. Motor Dynamics
12. Vibration and Motor Geometry
13. Shaft/Bearing Currents
14. Special Considerations for Explosion-Proof Motors
15. Failures in Mechanical Components
16. Miscellaneous Repairs

This book is available as part of EASA's Fundamentals of Mechanical Repair seminar.

BUY A COPY
BOOK DOWNLOAD CD-ROM BOOK & CD-ROM

Chuck Yung
Especialista de Sénior de Soporte Técnico de EASA

Una de las cosas más mundanas de las que debemos preocuparnos como reparadores es el almacenamiento de los motores y para muchos, almacenar motores grandes para clientes importantes representa ganancias. Para todos nosotros, ser conscientes de cómo nuestros clientes almacenan los motores que les reparamos es crítico desde el punto de vista de la satisfacción del cliente. Es probable que un motor mal almacenado sufra fallos en el devanado o en los rodamientos, y no queremos reclamos por garantía poco realistas sobre algo que está fuera de nuestro control.

Nuestras principales preocupaciones al almacenar motores, especialmente a largo plazo, son los devanados, los rodamientos y el pandeo del eje.

Tom Bishop, P.E.
EASA Senior Technical Support Specialist

Cleaning of electric motor parts is performed in every electrical apparatus service center. This begs the question of whether or not cleaning is being done productively and with minimal safety and environmental consequences.

This webinar recording addresses some of the more common conventional methods of electric motor cleaning and some alternative methods, including:

• Methods
  • Solvent
  • Aqueous (water-based)
  • Other more aggressive methods
• Selection factors
  • Size and quantity of parts to be cleaned
  • Type of part, e.g., stators, rotors, housings
  • Type of cleaning agent: solvent or aqueous
• Environmental and safety concerns

This webinar recording will benefit service center managers, supervisors and technicians.

Rob Boteler, Chair
NEMA Energy Management Committee

Motor efficiency regulations are being amended by both Canada and Mexico. The following is a brief review of these amendments, which will provide EASA members with an understanding of what lies ahead for motor efficiency in the 1 to 500 horsepower range in these countries.

Changes proposed in Canada
Natural Resources Canada (NR Can) issued a series of proposed MEPS [minimum efficiency performance standards] on April 30th covering over twenty product categories including integral horsepower (IHP) electric motors. Canada is very aware of the US Department of Energy (USDOE) standards through their direct communications with the department and National Electrical Manufacturers Association (NEMA) motor section members. In keeping with past Canadian standards, the scope of product to be covered in the regulation is consistent with the US regulations. NR Can relies on CSA [Canadian Standards Association] to manage the test methods including the nominal efficiencies tables required, which is somewhat different than the US. Both the US and the Canadian rules cover voltages up to 600 V AC, removing a possible inconsistency. Motor manufacturers will comply with these new standards and nameplate their product accordingly with the appropriate CSA mark. The Canadian rule not only uses NEMA terminology, it also adds International Electrotechnical Commission (IEC) terms such as IP [ingress protection] codes to further clarify. NR Can has requested comments through July of 2016. 

Editor's Note: EASA will submit a comment indicating it makes sense to harmonize the rules while continuing to use the CSA 390 test method; EASA also will encourage implementation no earlier than January 1, 2017. 

Review of proposed NR Can IHP rule
One of the more significant additions in both the US and Canadian regulation is the inclusion of partial motors that are used as drivers for gear motors, close coupled pumps, direct drive fans and other commercial and industrial applications. An integral gear assembly means a product that consists of a motor and a gear mechanism that are combined in such a manner that:

• (a) the end bracket or mounting flange forms an integral part of both the motor and the gear mechanism; and
• (b) if the motor and the gear mechanism are separated, only one of them remains intact. (assemblage d’engrenages intégrés)

The Canadian rule describes the motor as a machine that converts electrical power into rotational mechanical power and that:

• (a) is an electric three-phase induction design;
• (b) is a NEMA design A, B or C with NEMA T or U frame dimensions and a three- or four-digit NEMA frame number;
• (c) is an enclosed NEMA design with a NEMA frame number of 56;
• (d) is an IEC design N or H with an IEC frame number of 80 or above;
• (e) has a nominal output power of not less than 0.75 kW (1 horsepower) and not more than 375 kW (500 horsepower);
• (f) has a cage or squirrel-cage design;
• (g) is rated for continuous duty or S1 operation;
• (h) is designed to operate at a single speed;
• (i) has a nominal voltage of not more than 600 V AC;
• (j) has a nominal frequency of 50/60 Hz or 60 Hz;
• (k) has a two-, four-, six- or eight-pole construction;
• (l) has an open or enclosed construction; or
• (m) has an IP code from 00 to 67.

The Canadian rule does not include any of the following:

• (n) a motor that has a nominal output power of more than 150 kW (200 horsepower) and that is a NEMA design C motor or an IEC design H motor.
• (o) an air-over electric motor;
• (p) a liquid-cooled motor; or
• (q) an inverter-only motor. 

Changes in Mexico effective June 1, 2016
Like Canada, regulators in Mexico have been watching the US DOE rules, holding meetings with local Mexican motor manufacturers to develop an amendment to the current NOM14 motor rule. The amended rule “NOM16” replaces the previous NOM14. NOM16 provides a detailed test procedure that is based on IEEE standards. Like the US and Canada, the scope of covered product has been expanded. The level of performance aligns at NEMA 12-12 premium levels. Mexico’s rule segments the power ranges into six categories as shown in Table 1 for sample testing requirements.

NEMA motor generator section members will be revising products including necessary conformance labels to assure EASA members receive products that comply with both of these amended rules as they take effect. EASA members should feel free to contact their motor supplier or NEMA directly if they have any questions regarding these two rules or the June 1st US DOE rule.

Richard Hughes (deceased)
Pump & Motor Works, Inc.

This series of four articles covers many schemes of motor protection and control.

Topics covered include:

• Time delay fuses
  • Fuse selection
  • Over-current protection
  • Avoiding fuse overloads
• Circuit breakers
  • Inputs to electronic protection relays
  • Feeding, protecting a motor starter
  • Common features
• Motor starters
  • How motor starters operate
  • Light, medium or heavy duty
  • Momentary start button
  • Wye series start, parralel run
  • Variety of controls
• IEEE and ANSI power system device numbers
• Dashpot type overload relay
• Thermal overload relay
• Current transformer
• Compact relays
• Restoring balanced voltage
• Transient voltages
• Surge capacitor, surge arrestor

Chuck Yung
EASA Senior Technical Support Specialist

It’s easy to assume that shipping an electric motor is as simple as putting it on a truck, but nothing could be further from the truth. This article will cover shipping tips and reinforce the fact that shipping includes picking up the motor – not just delivering it. There are some things we (or a trucking company) can do wrong that could result in expensive repairs.

Chuck Yung
EASA Senior Technical Support Specialist

This webinar recording discusses motor storage and drills down into the nuances of maximizing customer perceived value. There are practical considerations such as cost-effective climate control and using motor storage to obtain more repair work.

• Dewpoint and relative humidity
• Anti-vibration storage
• Bearing protection practices
• Service value

This webinar recording is intended for managers, sales personnel and company owners.

Jim Bryan (retired)
EASA Technical Support Specialist

As with most tasks, there are many ways to terminate motor leads and each one has a following who believe it is the best method. Here we will discuss some of these procedures and outline a few of the advantages and disadvantages of each. We will not consider the starting method or internal connection of the motor, but only the methods used to connect the motor leads to incoming power.

Topics covered include:

• Types of terminations
• Insulating the joints
• Medium voltage stress cones
• Recommended torque values for lugs and split bolts

This presentation begins with an overview of ambient, winding temperature rise, and winding temperature. It also covers factors for motor temperature rise limits such as motor size (medium or large), insulation class rating, service factor and the enclosure. The final part of the presentation addresses detectors for measuring winding temperature, namely thermostats, resistance temperature detectors (RTDs), thermocouples and thermistors.

Target audience: This presentation is most useful for service center winders, engineers, supervisors and managers. The content will be beneficial for beginners through highly-experienced persons.

Jim Mugford
Marketing and Industry Awareness Committee Member
Sulzer Electro Mechanical Services

Effective marketing engages customers! It is how customers find out about a company’s products and services and plays a key role in building stronger customer relationships by creating messages that hold value. Today’s marketers have learned to work with digital technology to communicate with customers on a deeper level compared with traditional methods. Of the new technologies available today, social media is particularly effective because of its ability to facilitate two-way communication between a company and its target audience.

Many people might be hesitant to use social media for business as it is often viewed as being for personal use only. I would argue in a business-to-business setting the ability to tell your story and develop a connection directly with individual customers is incredibly powerful. Most companies have many stories to tell and when they’re told well using social media, they can create a human connection that really grabs people’s attention.

Kelley Fujino
Lubbock Electric Co.
Lubbock, Texas
Marketing & Industry Awareness Committee Member

What kind of marketing plans are you making for your company? Here’s what some others are planning: 55% of small businesses without a company website plan to launch one in 2019.¹ 16% of businesses with a website will redesign their sites to keep pace with customer expectations and the increasing use of smartphones in the buyer’s journey.² How about your company? Is it time to build a new website?

Today, web design is more accessible than ever. While it’s true that having a custom website built for your company from scratch could mean an investment of $10,000 (dollar references are U.S.) to upwards of $50,000, this is no longer your only path to an attractive and well-performing website. In fact, 28% of small businesses with a website spent under $500 to get online, and 48% spent between $500 and $10,000.

To help EASA service centers prepare for a new web project or better understand their existing websites, I want to explain the five necessary ingredients of a website: domain name, web host, DNS host, content management system, and website design. I will also share important considerations for each and how a small business without technical expertise can maintain its own website. Finally, I hope this discussion will help you understand when and how to work with web development partners.

Jim Bryan
EASA Technical Support Specialist (retired)

The Institute of Electrical and Electronics Engineers (IEEE) has published a new standard, IEEE Std. 3004.8-2016, “Recommended Practice for Motor Protection in Industrial and Commercial Power Systems.” The “color books” are in the process of being reviewed, updated and their designations changed. Each of the thirteen books in the “IEEE Color Book” standards series deals with a different aspect of electrical power production, distribution, and utilization in industrial and commercial power systems; 3004.8 supersedes Chapter 10 of the “Buff” book, IEEE 242-2001.  

Work began on this process with the formation of a working group in September 2012 and ended with final IEEE approval December 6, 2016. The working group consisted of the Chair Lorraine K. Padden of Houston and 14 other engineers from around the globe. Dozens of others were involved in providing input and balloting the final version for approval. EASA was represented on the working group, and the EASA technical support staff provided substantial input including a complete new section on DC motor protection. The document became available for purchase on May 23, 2017, on the www.ieee.org website.  

The document resulting from this painstaking process will provide guidance for motor protection for industrial and commercial applications. As motor service centers, the more we understand about the application and protection of motors in their applications, the better service we can offer to our customers.

​Este folleto de 40 páginas ofrece una gran herramienta de marketing para su centro de servicio! Lo utilizan para proporcionar a los usuarios finales con información que le ayudará a obtener la, operación más eficiente y rentable de propósito más larga de los motores eléctricos generales y definidas con estas características:

• Trifásica, motores de inducción de jaula de ardilla fabricados con las normas NEMA MG 1
• Los valores de potencia de 1 a 500 CV (1 - 375 kW)
• Velocidades de 900 a 3600 rpm (8 a 2 polos)
• Tensiones de hasta 1000 V, 50/60 Hz
• Todas las cajas estándar (es decir, DP, TEFC, WPI, WPII)
• Rodando elemento (bolas y ruedas) y los cojinetes de manguito

Este folleto cubre temas tales como:

• Instalación, puesta en marcha y la información de base
• monitoreo y mantenimiento operativo
• Datos del motor y la instalación de línea de base
• Cómo leer una placa de identificación del motor
• recomendaciones de almacenamiento del motor

Este recurso se ofrece como una descarga gratuita (utilizar el enlace más abajo). También puede comprar copias impresas listo para distribuir a sus actuales o potenciales nuevos clientes. La portada de este folleto también se puede imprimir con el logotipo e información de contacto de su empresa (pedido mínimo o 200). Póngase en contacto con Servicio al Cliente EASA para más detalles.

Mike Dupuis
Monelco, Ltd.

Our service center location in Southern Ontario, Canada, is considered ground zero for automotive stampings. One of the more common prime movers employed on stamping presses in our area is the dependable eddy current drive. Most units our technicians encounter are in the 50 hp plus category, which makes for a large piece of equipment. 

Removal of these units from a stamping press is no small task, so taking steps to more positively identify a problem with the actual drive unit as opposed to the controller or load is highly advisable. Our company provides on-site service and troubleshooting to our customers, which allows us to inspect the application firsthand before removal of the unit is performed.

Dr. Al Bates
The Profit Planning Group

Most firms have put the bleeding of the recession behind them. While profitability is still not back to desirable levels, things are clearly improving. The operative phrase in most instances is “cautiously optimistic.”

If sales, margin and expenses follow the pattern of previous recessions, most firms will be okay by the end of the year. The typical EASA member will be far removed from the massive challenges of the past two years. On the other hand, they may be equally far removed from optimal profitability. The challenge is that in the euphoria of getting back to good, many firms will miss the opportunity to make it all the way to great.

Based upon that challenge, this report will examine two issues that are important add-ons to financial planning for 2011:

• Business as Usual—A projection of financial performance in the industry based upon a combination of past results and current trends. 
• Making the Future Better—An examination of how the key factors that influence profitability can be leveraged for improved results.

Chuck Yung
EASA Senior Technical Support Specialist

Concerns about partial discharge (PD) used to be limited to repairers and users of machines rated over 7 kV – and PD was a common consideration for machines rated 11 kV and higher. Since the advent of variable frequency drives (VFDs), PD activity is a major contributing cause to winding failures in 460v and (especially) 575v motors. This paper will describe PD, explain how to detect it, and offer repair solutions.

Topics covered include:

• Explanation of partial discharge (PD)
• Description of damage mechanism
• PWM drive and PD
• How to evaluate PD
• Repair tips

Paul K. Graser, CFE
Senior Investigative Specialist
Edward Jones

Merchants (sellers) have a decision to make when they set up their business regarding accepted forms of payment. All methods come with risks, but the goal is to mitigate that risk so it is easy to conduct business with customers (buyers).

Credit cards are convenient, but the merchant pays a fee to accept them (typically between 1.5 and 4.0 percent per transaction). Checks can also be convenient for the buyer, but the merchant runs the risk of the bank returning the check due to forgery or insufficient funds.  

The merchant assumes the risk and can pay a heavy price for offering the convenient payment options. Many small businesses play the role of both customer (buyer) and merchant (seller).  
Some of your fellow EASA members shared cautionary tales regarding experiences with various payment methods and their respective risks.

Anja Leipold
Marketing and Industry Awareness Committee Member
MENZEL Elektromotoren GmbH

People and brand are inextricably linked to each other, especially in smaller companies that cannot operate with big marketing budgets. Valuable brand effects can be created through a personal brand involvement of your employees and colleagues. But how does personal branding work in B2B small and medium-size enterprises (SMEs)?

It's clear that our industry should become much more visible on social media networks like LinkedIn. Even though many users from the electrical engineering sector are already represented, most companies tend to only play their standard marketing content here. Trusted influencers are rather rare. However, marketing with influencers remains important in 2023. They achieve direct and authentic dialogue with the target group. Influencers have a good connection to their community and bring along profound platform know-how.

The Best Influencers are Your Own Employees
But how is this supposed to work if you only have a limited marketing budget and can't afford an expensive social media agency or external brand ambassadors and influencers? The answer is quite simple: the best influencers are your own employees! They are the very best at presenting your company to the outside world. Studies show that people are 50% more likely to find information shared by employees credible than when it is shared by company channels or management.

Empower your employees to become reach experts and build personal brands alongside your corporate brand. A personal brand is the building of a brand based on a person's identity. In other words, the person stands for the company with his or her name, persona and personality. So-called "brand ambassadors" are experts in their field and create trust in their community. This reflects on the company itself.

Don't Be Afraid of Personal Brands
There is no more authentic communication than that of one's own employees. Therefore, it makes sense to empower your own employees to build their own personal brands. LinkedIn offers the necessary organic reach for this, and our industry in turn offers exactly what social media needs: Tangible and visualizable content.

However, many companies are often afraid of their most valuable employees establishing a large reach on social media. There is a fear that competitors will take notice of their expertise and possibly try to poach them. Or, companies fear that their employees will be drawn to controversial statements. However, you must be aware that it is impossible to prevent employees from speaking out on social media about their employers. Instead, you should ensure that your employees appear professional on platforms and reflect the company's expertise. This will even help you find new recruits and customers and inspire them to join your company.

Establish Clear Rules
Employees who appear as experts and enthusiasts on social media may be built up as corporate ambassadors. They publicly represent your corporate values and expertise. For the company, such an appearance as a personal brand is great advertising, and for the employees, it means proof of their knowledge and expertise. A win-win situation, but one that bears the risk of blurring your corporate brand and your employees' personal brand too much. So be aware: It's not the point to just have a copy of the posts from the corporate account profile. Personal branding is about personality! It is about real opinions and not about the same advertising slogans that customers can also read on the corporate website or in newsletters.

To ensure that the corporate brand as such remains consistent and employees can build their own personal brand at the same time, companies should define clear guidelines such as: Commit to being an employee and communicate your own position! Clearly communicate what is your own opinion and what are the official statements of the company! Do not publish confidential information about employees or the company! And so on.

Support Your Corporate Ambassadors
Since the company benefits in many ways from employees and their personal brands, you should actively support them in establishing their personal brand. For example, employees should have the opportunity to engage on social media even during working hours. However, you should extend this rule not only to your corporate ambassadors but to the entire workforce. This way, you also motivate other employees to openly express their support for the company.

Provide your corporate ambassadors with content in shareable form to promote brand stories. Also, share your editorial schedule with them and coordinate posting times for specific topics. And, show your appreciation. Employees who stand out by including your company in their personal brand deserve appreciation because they make the company seem more human and attractive.

In the end, if employees and employers pull together, personal branding can become a valuable pillar of your corporate branding.

Crystal Bristow
Jenkins Electric
Charlotte, NC

It’s no secret that sales and marketing teams often experience healthy tension (some might call it “growing pains”) in their working relationships. But, if instead of focusing on their own pains, what if your sales and marketing teams focused on the pain of customers?

First, let’s identify what we mean by pain. Pain is the reason your customer is calling or scouring the Internet for answers. This pain often doesn’t surface initially; it’s a few layers deep, but it’s the key that unlocks customer trust.

As sales and marketing professionals, we’re often guilty of focusing too much on the features and benefits of our products and services. We focus on our own agenda: price, voltage, quantity, delivery time and so on. We’re comfortable with features and benefits because we wrote them. They’re simple, straightforward and often very clear and easy to remember. But the truth is, your customer can read your features and benefits from your sales sheets and your website. What makes them trust your company and, more importantly, what makes them purchase from you, is the ability to identify and alleviate their pain.

Ken Gralow
Gray Electric Co.
Schenectady, New York
Technical Education Committee Member

Shaft couplings are devices that connect two rotating shafts together. They efficiently transfer motion and power from the drive unit to the driven unit without adversely impacting either piece of rotating equipment. Under ideal conditions, both shafts should function as a continuous unit.

The design of a flexible coupling is to accommodate small amounts of shaft misalignment. Coupling manufacturers have designed their couplings to withstand the forces resulting from excessive shaft misalignment. Unfortunately, shaft alignment tolerances have sometimes been governed by the coupling manufacturers’design speecifications. These are maximum values that are dimensionally possible for a specific coupling. The coupling misalignment tolerances reported by coupling manufacturers apply ONLY to the coupling.

Jerry Peerbolte
J. Peerbolte & Associates
Fort Smith, Arkansas

EASA’s 2014 research that focused on members’ customers included several questions to identify key opportunities and trends relating to the outsourcing of maintenance tasks.  Overall, the trend lines continue to show more maintenance outsourcing in the future.  See Chart 1 for the broad topic of preventive and predictive maintenance. 

For preventive maintenance efforts, we learned that about a quarter of the end users surveyed outsource these tasks. The numbers look even better for EASAns when end users were asked about predictive maintenance practices. Here, about 40% of end user customers reported outsourcing some or all of these efforts. When asked spe­cifically about future outsourcing plans – 17% reported plans to shift more preventive maintenance to outside contractors, and an even greater 26% suggested shifting more predictive maintenance to outside contractors.

Gene Vogel
EASA Pump & Vibration Specialist

This presentation provides an overview of common predictive technologies and information about applying them correctly.  While providing break-fix service and analysis is not uncommon for a service center’s field service team, the industry is pushing more towards failure prevention methods and testing and this requires a shift in tools and thought processes. Topics include:

• Ultrasonic analysis
• Vibration analysis
• Oil analysis
• Thermography

This presentation is best for technicians, field service, shop managers and engineering staff.

Craig MacKay & Glenn Tofil
England & Company, LLC

Raising capital or selling a business is time consuming and requires significant preparation well before the first potential financing partner or acquirer is contacted. This session will provide attendees with: 

1. An understanding of how to best prepare your business to fully explore your options while minimizing the distraction from running the business
2. An overview of a “typical” transaction timeline
3. Techniques for maximizing the value created through a transaction
4. An outline of key economic and legal terms that can often leave a business owner exposed to significant unexpected liabilities following the close of a transaction

Moderated by England & Company, this presentation includes a panel of leading control and non-control investors and a corporate securities attorney that have many years of experience in dealing with business sales and acquisitions. This experience will be helpful as the presenters share insights and observations regarding the larger, non-financial questions owners must ask themselves as they prepare to transition or finance their businesses.

This version of Principles of Medium & Large AC Motors manual is now available to address applicable IEC standards and practices. This 360-page manual was developed by industry experts in Europe along with EASA's engineering team. (The "original" version of this book based on NEMA standards remains available as a separate document.)

This manual includes drawings, photos and extensive text and documentation on AC motors, including how they work, information on enclosures, construction on components and applications. Many of the principles included apply to all AC motors, especially those with accessories that are associated with larger machines in the past (such as encoders, RTDs, thermostats, space heaters and vibration sensors).

While the manual covers horizontal and vertical squirrel-cage induction motors in the 37 to 3,700 kW (300 to 5,000 hp) range, low- and medium-voltage, most of the principles covered apply to other sizes as well. 

This valuable instructional/resource manual is available in printed and downloadable versions, and focuses primarily on IEC motors.

Sections in the manual include:
(Download the PDF below for the complete Tables of Contents)

• Motor nomenclature & definitions
• Motor enclosures
• Typical motor applications
• Safety & handling considerations
• Basic motor theory
• Motor standards
• Stators
• Squirrel cage rotors
• Shafts
• Bearings & lubrication
• Motor accessories & terminal boxes
• Test & inspection procedures
• Motor alignment, vibration & noise
• Storage procedures
• Synchronous machines

BUY A COPY FOR YOUR OFFICE

PRINTED BOOK DOWNLOADABLE PDF

This book is also available focusing on NEMA Standards — in both English and Español.

NEMA - English NEMA - Español

Kevin Krupp
Miembro del Comité de Servicios de Gestión
York Repair, Inc.

Muchos miembros de EASA consideran que la creación de redes es uno de los principales beneficios de ser miembro de EASA. Dentro de la categoría de creación de redes, el Programa de jefe ejecutivo itinerante (RCE) ocupa el primer lugar para mí como un medio para desarrollar relaciones significativas con mis compañeros.

Este programa de RCE es un grupo de ejecutivos líderes que se reúnen 1 o 2 veces al año para discutir problemas y compartir información sobre la industria de aparatos eléctricos. Los miembros de RCE son altos ejecutivos de ubicaciones de EASA que no compiten y que se encuentran repartidas por todo el mundo. Por lo general, hay de 6 a 10 empresas diferentes que están representadas para cada grupo y todos los miembros deben ser aceptados por todos en el grupo. Cada grupo establece sus propias reglas, y son independientes de EASA. El único tema que está fuera de los límites es la fijación de precios debido a problemas con la colusión y las leyes federales de EE. UU.

CONOZCA MÁS SOBRE EL PROGRAMA Y SOLICITE

Soy miembro fundador del grupo ELMO que comenzó en 2000. Desde entonces, nuestro grupo se ha reunido 28 veces y he asistido a la mayoría de esas reuniones. Nuestro grupo todavía tiene tres miembros originales del 2000. A medida que los miembros se jubilan, cambian de trabajo o venden su negocio, abandonan el grupo y se agregan miembros adicionales. Dado que los miembros no compiten, revisamos una lista activa que mantiene la sede de EASA para determinar posibles candidatos para agregar al grupo.

El grupo ELMO trata de reunirse dos veces al año en una de nuestras ubicaciones. El anfitrión de la reunión ayuda con el alojamiento en hoteles y las reservas de restaurantes para el grupo y establece la agenda de la reunión. Todos los miembros tienen aportes con respecto a las adiciones a la agenda. No hemos realizado una reunión tradicional durante la pandemia; sin embargo, hemos tenido una reunión por medio de Zoom y también tuvimos una cena grupal en la Convención de 2021.

Hay pocos lugares donde se pueden compartir los altibajos de su negocio con amigos que se identifican instantáneamente con sus problemas. Discutimos la calidad, la seguridad, la atención médica, los proveedores, los datos técnicos, las métricas comerciales, los problemas de recursos humanos, las regulaciones, los equipos, la familia, la propiedad, la productividad de los empleados y cualquier otra cosa que tengamos en mente. Muchas veces descubres que el problema más apremiante y que te hace perder el sueño es un problema que otro miembro o dos han resuelto y están más que dispuestos a ayudarte con consejos. Cada reunión se amortiza muchas veces y el vínculo que se produce en estas reuniones ha forjado muchas amistades de por vida debido a los lazos comunes que compartimos. Nuestras reuniones están llenas de risas, amor duro, unión, excelentes comidas y viajes ocasionales para viajar por el país. Disfrutar del restaurante o pub favorito de un compañero en Memphis, Cincinnati, Charlotte, Edmonton, Wheeling, Salt Lake City, Lubbock o Bay City, Michigan, siempre es memorable.

Entre reuniones, a menudo nos enviamos correos electrónicos con preguntas. No es raro enviar un correo electrónico con una pregunta y recibir una respuesta inmediata o una llamada telefónica con exactamente la información que necesita. La mayoría de las personas están más que felices de compartir tanto sus mayores logros como las lecciones aprendidas de sus mayores desafíos. Compartir estas historias con otros en un ambiente seguro es muy terapéutico.

Si usted desea unirse a un grupo, comuníquese con Linda Gladden en lgladden@easa.com y ella agregará su nombre a la lista de espera. Debido a la naturaleza no competitiva de los grupos, pueden pasar varios meses antes de que un grupo se comunique con usted. Una vez que se una, no se arrepentirá, ya que es el mejor beneficio de ser miembro de EASA.

Gene Vogel
EASA Pump & Vibration Specialist

Si un tercio de dólar es 33.33 centavos, entonces ¿Cuanto sería la tercera parte de un dólar y medio? Si usted se encuentra sumando 33.33 centavos con 16.66 centavos antes de darse cuenta que un tercio de $1.50 es $ 0.50, obviamente usted sufre un caso serio de “Calculitis” Afortunadamente, la cura es una dosis de ratios y proporciones.

La terminología técnica para los ratios es “números racionales”, números que literalmente son ratios. La capacidad de trabajar con números racionales es una herramienta poderosa para evaluar opciones, calcular resultados y representar valores. Este artículo es una introducción de algunos conceptos básicos y un estudio más profundo revelará características fascinantes y la parte íntima que juegan en las matemáticas, las ciencias y en cada aspecto tecnológico.

Gene Vogel
EASA Pump & Vibration Specialist

If a third of a dollar is 33.33 cents, what is a third of dollar and a half? If you find yourself adding 33.33 cents to 16.66 cents before you realize that obviously a third of $1.50 is $ 0.50, you have a serious case of “calculatoritis.” Fortunately, the cure is a healthy dose of ratios and proportions.

The technical term for ratios is “rational numbers,” literally numbers that are ratios. The ability to work with rational numbers is a powerful tool for evaluating options, calculating results and representing values. This article is an introduction of some basics; a more in depth study will reveal fascinating characteristics and the intimate part they play in math, science and every aspect of technology.

Tom Bishop, P.E.
Especialista Sénior de Soporte Técnico de EASA

En este artículo discutiremos las pruebas de los condensadores usados en los motores eléctricos en general, así como también las pruebas asociadas al uso específico de condensadores empleados para la corrección del factor de potencia y en el arranque de los motores eléctricos (Ver Figuras 1 y 2). Para obtener información de como calcular la capacidad de los condensadores para corrección del factor de potencia y en un motor eléctrico, consulte las Subsecciones 2.10 y 2.11 del Manual Técnico de EASA.

Ryan Senter
Management Services Committee Member
Hibbs ElectroMechanical, Inc.

La presión para hacer bien su trabajo puede ser motivante, pero si no se canaliza correctamente, puede volverse abrumadora. Combinado con los desafíos que trae la vida fuera del trabajo, ese sentimiento abrumador, se puede transformar en estrés. El estrés normalmente conlleva a un estado mental negativo y puede provocar agotamiento o incluso otros problemas más graves de salud física o mental.

Kevin Femal
Marketing & Industry Awareness Committee Member
EMS Industrial Inc.

Being a member of EASA offers tremendous benefits to repair shop owners, managers and decision makers. However, most of us overlook how important it is to have our technicians, sales reps and other positions within the walls of our company benefit from EASA’s vast knowledge and information sharing. To best ensure your employees are maximizing your company’s EASA membership, the first step is to add employees to the EASA roster. WHY you may ask? What would my employees get out of being on the EASA roster? Following are a few examples of how your employees could benefit from being added to the EASA roster.

MANAGE YOUR COMPANY'S ROSTER
(Primary contacts only. Login required)

Training Updates: For those on the EASA roster, they will receive frequent updates with EASA’s latest and greatest training offerings. Wouldn’t all managers love a scenario where a technician knocks on our door and asks us if he or she can attend EASA’s March 16, 2022, free webinar on static couple balancing to aid in their development? The only way you will get this to happen is for your team to be constantly informed of EASA’s training offerings. This is why your team needs to be on the roster, so they can receive emails about EASA’s monthly webinars, EASA’s 2022 live in-person seminars and more.

Tech Tips: Another reason you will want your employees on the EASA roster is because they receive a constant dose of tech tips from EASA’s experienced engineering staff. Tech tips are an easily digestible way for technicians and sales reps to either be reminded of something old or to learn new techniques like the latest tip titled Another Use for Copper Tubing. EASA’s Tech Tips are also a great way to gather content for your daily or weekly toolbox talks on the shop floor. Can you imagine how good it would feel to an up-and-coming tech to empower he or she to present the tech tips for the next few months? Add that up-and-coming tech to the EASA roster and find out.

Currents Articles: If you’re like me, opening the Currents newsletter each month is a fun experience. It’s an easily digestible way to take in some technical, managerial and marketing content that can help your business the second you put the publication down. Much of the challenge is getting this content into the hands of others. The good news for you is that you can add all your employees to the EASA roster! Since you can quickly and easily make that wise decision, you will have the confidence that each of your employees can download the latest version of Currents with the click of a button.

Updated Training Material: An additional benefit of being on the email list for EASA content is you receive notifications as EASA updates their technical manuals and other resources. As EASA updates information in the all-important EASA Technical Manual, your team will be notified of such changes. They will also be emailed a link, so they can download the information for free. An example of an update that EASA shared with the masses is their latest update to the EASA Guide AR200-2021, titled Guide for the Repair of Dry-Type Transformers. As a manager, it should give you confidence knowing that your team (both repair and sales) is being sent the latest and greatest in technical info.

Leadership is great and challenging at the same time. We have the opportunity to serve and elevate those around us to a place they never thought possible. With that said, most leaders in every industry would jump at the opportunity to utilize a tool that ultimately makes it easier for their team members to stay informed on training and tips to make them more efficient. EASA gives us that exact tool. And as leaders, all we need to do is add our employees to the EASA roster. See the steps in this article for how to add employees to your EASA roster. Contact Member Services at easainfo@easa.com with any questions.

Chuck Yung
Especialista Sénior de Soporte Técnico de EASA

Aunque el primer motor de C.C. práctico fue construido por Moritz Jacobi en 1834, fue durante los 40 años siguientes que hombres como Thomas Davenport, Emil Stohrer y George Westinghouse fabricaron máquinas de C.C. para uso industrial.

Es inspirador darse cuenta que los motores de C.C. han estado trabajando por más de 160 años. Durante el siglo pasado, las máquinas de C.C. con potencias por arriba de los treinta o cuarenta kW han sido refrigeradas de la misma forma, montando un soplador de aire de jaula de ardilla directamente en el colector.

Tom Bishop, PE
EASA Senior Technical Support Specialist

The tongue-in-cheek saying “If it’s in black and white, it must be right” is a helpful reminder that not everything we read (or hear) is accurate or complete. It’s always best to check sources and verify facts before accepting consequential statements as true. A similar adage underscores the importance of this advice in the digital age: “If it’s on the internet, it must be true.” With these things in mind, here’s a selection of common misconceptions about three-phase squirrel-cage motors and the facts that deny them.

• Soft-starting motors reduce utility demand charges
• Power factor correction capacitors can reduce motor energy consumption
• A motor can be loaded up to its service factor current
• Oversized motors, especially motors operating below 60% of rated load, are not efficient and should be replaced with appropriately sized premium efficiency (IE3) motors

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Tom Bishop, PE
EASA Senior Technical Support Specialist

This article addresses methods for removal and installation of couplings on straight or tapered shafts. The most common good practice methods will be described.

Chuck Yung
Especialista Sénior de Soporte Técnico de EASA

Los embragues de corrientes parásitas (acoplamiento/embrague/freno/clutch), aunque poco a poco están siendo reemplazados por la tecnología con variadores de frecuencia electrónicos (VFD) siguen en uso y requieren reparaciones (Figura 1). A medida que estos dispositivos se vuelven más raros, el grupo de expertos en ellos también se reduce, pero el lado positivo es que su naturaleza especializada asegura que quienes estén familiarizados con este tipo de equipos serán demandados durante algún tiempo.

Chuck Yung
EASA Senior Technical Support Specialist

When a customer calls and wants to replace his diesel or gasoline engine with an electric motor to drive a piece of machinery, it’s easy to assume that “horsepower is horsepower.” Not so fast! It turns out that there are many different ways to measure power. The term horsepower was adopted by James Watt in the late 1700s to compare the output of steam engines to draft horses. Aside from North America, most of the world uses the International System of Units (SI) unit watt to describe power output. Since the 1700s, we have mechanical hp, kW, metric hp, electric hp, hydraulic hp, drawbar hp, brake hp, shaft hp and even variants of taxable hp. Leave it to governments to want a piece of the action.

The purpose of this article is to increase awareness about the many factors which must be considered when making such a seemingly simple substitution.

John Allen
Representing EASA on IECEx Committees
Sheppard Engineering Ltd.
Solihull, United Kingdom

Part One of This Report Appeared in the June 2020 Issue of Currents.

October: TC 31 Meetings in Nanyang, China
Working Group (WG) 27 held a two-day meeting and reviewed comments from committee members on IEC 60079-7 (Ex “e”). The latest draft of IEC 60079-0 and its Annexes were reviewed. Since IEC 60079-14, selection, design and erection of fixed electrical installation was ongoing, the committee proposed the inclusion of an Annex relating to EMC and safety related aspects of converter installations.  

Revisit EASA's 2021 Convention & Solutions Expo by buying access to recordings of the general sessions and education events streamed from EASA's website!

These recordings provide just over 22 hours of training. Downloadable PDFs of slides and technical papers are included!

Technical presentations include:

• Overview, Operation, Troubleshooting, Testing & Repair of Synchronous Motors - Javier Portos, Integrated Power Services, LLC, La Porte, TX
• Understanding Corrosion in Pumps - Gene Vogel, EASA Pump & Vibration Specialist
• Tips & Tricks for Submersible Pump Repair - Gene Vogel, EASA Pump & Vibration Specialist
• Proper Field Installation of Vertical Turbine Pump Motors - Gene Vogel, EASA Pump & Vibration Specialist
• Carbon Brush Applications, Tip & Tricks - Matthew Conville, EASA Technical Support Specialist
• Generator Repair Tips - Wayne Hall, Jenkins Electric, Charlotte, NC
• Repair Best Practices to Maintain Motor Efficiency & Reliability - Tom Bishop, P.E., EASA Senior Technical Support Specialist
• Failure Modes, Troubleshooting & Maintenance Best Practices - Calvin Earp & Ron Widup, Shermco Industries, Irving, TX
• Estimating Performance of Small Induction Motors Without a Dyno - Mike Howell, EASA Technical Support Specialist
• Use the Latest Tools of the Trade for Field Testing of Electric Motors - Calvin Earp & Ron Widup, Shermco Industries, Irving, TX

En Español

• Construcción del Estator (de Principios de Motores C.A. Medianos y Grandes) - Carlos Ramirez, EASA Especialista de Soporte Técnico
• Lo Qué Necesita Saber para Comprar, Instalar, Operar & Reparar Motores Eléctricos - Carlos Ramriez, Especialista de Soporte Técnico de EASA

Sales presentations include:

• 5 Fundamentals for a Successful Sales Attack! - Mike Weinberg Speaker, Consultant, Best-Selling Author
• Getting The Meeting - Mike Weinberg Speaker, Consultant, Best-Selling Author
• Every Sales YES Begins with a KNOW - Sam Richter, SBR Worldwide, LLC, Minnetonka, MN

Management presentations include:

• EASA Research on Growing Your Business: Key Info from the Manufacturer/Supplier Community - Jerry Peerbolte, J. Peerbolte & Associates, Fort Smith, AR
• EASA 2021 and Beyond - Brian Beaulieu, ITR Economics, Manchester, NH
• Global Update: Marketplace Trends on Motor-Driven Systems (and IIoT) - Ivan Campos, Analyst, Manufacturing Technology, OMDIA (formerly IHS Markit)
• Engaged Leadership - Clint Swindall, Verbalocity, Inc., San Antonio, TX
• Connecting Generations - Clint Swindall, Verbalocity, Inc., San Antonio, TX
• Optimizing Service Center & Management Efficiency - Chuck Yung, EASA Senior Technical Support Specialist

How do I access this content?
After purchasing, you can access the streaming content by going to the Convention or Training menus at easa.com and looking for "Past Convention Presentations" ... or you may go to https://easa.com/convention/past-convention-presentations/easa-rewind-2021.

NOTE: Access to the streaming content will be granted only to the person making the purchase.

Revisit EASA's 2023 Convention & Solutions Expo by buying access to recordings of the general sessions and education events streamed from EASA's website! These recordings provide just over 32 hours of training. Downloadable PDFs of slides and technical papers are included!
 

General sessions

• Keynote - Together Towards Success! Reall? But Life Would be Easy If It Weren't for Other People - Connie Podesta, Author & Keynote Speaker
• EASA Industry Research: New Insights from Plant Maintenance Customers - Jerry Perbolte, Prof. Emeritus, University of Arkansas - Fort Smith, AR
• What About the Economy?! - Christopher Kuehl, Ph.D., Armada Corporate Intelligence
• Regulation Trends, Supply Chain Issues, ESG Policies - Kirk Anderson, Nidec Motor Corporation, NEMA M/G Energy Management Committee Chair; and Tim Albers, Nidec Motor Corporation, NEMA M/G Technical Committee Chair
• Opening Remarks and Presentation of the EASA Award

Technical presentations

• Synchronous Motors & Generators: Basics, Operation, Troubleshooting, Testing & Repair - Javier Portos, Integrated Power Services, LLC
• Vibration Diagnostic Methods and Corrective Strategies for Machine Reliability - Bob Sayer, PE, Vibration Institute
• Winding Verification - Tom Bishop, PE, EASA Senior Technical Support Specialist
• Pump Repair: Working with Close Tolerance Fits - Gene Vogel, EASA Pump & Vibration Specialist
• Vertical Motors: Bearing Systems - Chuck Yung, EASA Senior Technical Support Specialist
• Fractional-slot Concentrated Windings: Where and How They are Used - Mike Howell, PE, EASA Technical Support Specialist
• Technology Update for Condition Monitoring: Sensors, IoT and AI - Ed Spence, The Machine Instrumentation Group
• Peer to Peer: Leveraging New Technologies - Iain Jenkins, Jenkins Electric Co.; Frank Vitucci, RDI Technologies; Thomas Schardt, Nidec Electric Corp.; and Frank Mignano, Schaeffler Lifetime Solutions

En Español

• Consejos para Desmontar Motores - Carlos Ramirez, Especialista de Soporte Técnico de EASA
• Procedimientos para Almacenar Motores Eléctricos - Carlos Ramirez, Especialista de Soporte Técnico de EASA
• Fundamentos de Rediseño de Motores CA - Carlos Ramirez, Especialista de Soporte Técnico de EASA

Sales/marketing presentations

• Customer Centered Selling - Rob Jolles, Jolles Associates, Inc.
• Peer to Peer: How to Build Your Company and Personal Brands via LinkedIn - Crystal Bristow, Jenkins Electric Co.; Kelley Fujino, Lubbock Electric Co.; and Justin Hatfield, HECO, Inc.
• Why People Don't Believe You - Rob Jolles, Jolles Associates, Inc.
• No More Order Taking! - Rob Jolles, Jolles Associates, Inc.

Management presentations

• Leadership: Create a Team Excited to Get the Job Done - Connie Podesta, Author & Keynote Speaker
• Peer to Peer: Sustainability - Emerging and Developing Opportunities in the Motor Service Industry - Frederic Beghain, EASA Region 9; Edwin den Breejen, Bakker Repair + Services; Bjorn Mjatveit, EMR Consulting AS; and Derry Sheehan, Avonmore Electrical Co., Inc.
• Communication: Connect, Collaborate, Negotiate - Connie Podesta, Author & Keynote Speaker
• How to Manage Your Sales Team – from an EASA Member - Ron Keppel (Retired), Illinois Electric Works, Inc.
• Peer to Peer - Get Better Results: Use an Operating System - Kyle Fritz, Northwest Electric LLC; Tim Hebert, A&W Electric, Inc.; and Paul Rossiter, Energy Management, Inc.
• Why Are You Getting So Many Calls / Emails from Private Equity Investors and Bankers? - Glenn Tofil, England & Company
• Family Business Succession Planning - Thomas Deans, Ph.D., Détente Financial

This book was developed to help electric motor technicians and engineers prevent repeated failures because the root cause of failure was never determined. There are numerous reasons for not pursuing the actual cause of failure including:

• A lack of time.
• Failure to understand the total cost.
• A lack of experience.
• A lack of useful facts needed to determine the root cause.

The purpose of this book is to address the lack of experience in identifying the root cause of motor failures. By using a proven methodology combined with extensive lists of known causes of failures, one can identify the actual cause of failure without being an “industry expert.” In fact, when properly used,  this material will polish one’s diagnostic skills that would qualify one as an industry expert.

The book is divided into the various components of an electric motor. In addition to a brief explanation of the function of each component and the stresses that act upon them, numerous examples of the most common causes of failure are also presented.

For this second edition, the manual has been reorganized and updated with new information including a new approach to methodology, new case studies and a new section covering synchronous machine failures. This could not have been done without many contributions from EASA members and the Technical Education Committee. 

The all new “Root Cause Methodology” section goes into great detail explaining that effective root cause failure analysis must take place within the context of a practical problem-solving methodology or framework. It covers a modified Plan-Do-Check-Act process that emphasizes the importance of planning and the related problem-solving methodology components. This section also explains A3, a high-level reporting tool that is very effective for problem solving.

In addition, besides a systematic approach to problem solving, root cause failure analysis of motors and motor systems requires familiarity with contributing factors attributable to various kinds of applications, environments and industries. This includes how various stresses can affect motor components and the reciprocal impact the motor system may have on the motor. This section includes a table with a detailed summary of motor stresses. 

There also is a new section on “Synchronous Machine Failures” and an expanded “Case Studies” section. Readers are guided through eight case studies.

With 328 pages, the book provides extensive information, including a wide range of failures, the likely causes listed, and the methodology for confirming the probable cause of each failure. 

Members may purchase a printed manual and/or a PDF download. The printed manual is in black and white, while the download shows most of the failure photos in color.  

Sections in the manual include:

• Root Cause Methodology (all new)
• Bearing Failures
• Stator Failures
• Shaft Failures
• Rotor Failures
• Mechanical Failures
• DC Motor Failures
• Synchronous Machine Failures (all new)
• Accessory Failures
• Case Studies (expanded)
• References

This book is available as part of EASA's Root Cause Failure Analysis seminar.

BUY NOW
PRINTED COLOR BOOK DOWNLOADABLE PDF PRINTED COLOR BOOK & PDF

DISCOUNTED BLACK & WHITE BOOKS!
Prices are now DISCOUNTED on remaining black & white books while supplies last! If you have already purchased a black & white manual and are interested in the color version, please contact EASA Customer Service (+1 314 993 2220).

B&W BOOK B&W BOOK & DOWNLOAD

Kevin Krupp
Management Services Committee Member
York Repair, Inc.

This article was originally published in the February 2022 edition of Currents. The reprint serves as a reminder that EASA offers the Roving Chief Executive (RCE) Program, which is a networking opportunity available to all EASA members. Members of the Management Services Committee will be on hand during the Convention & Solutions Expo to answer questions about the program from 9:30 am – 12:00 pm on Wednesday, June 26, at the EASA booth in the Solutions Expo. 

Many EASA members consider networking to be one of the top benefits of being an EASA member. Within the category of networking, the Roving Chief Executive (RCE) Program ranks number one for me as a means of developing meaningful relationships with my peers.

The RCE program is a group of leading executives that meet 1-2 times per year to discuss issues and share information about the electrical apparatus industry. RCE members are top executives from non-competing EASA locations that are spread throughout the world. There are generally 6-10 different companies that are represented for each group and all members must be accepted by everyone in the group. Each group sets its own rules, and they are independent of EASA. The only topic that is off-limits is pricing due to issues with collusion and U.S. federal laws.

LEARN MORE ABOUT THE PROGRAM & APPLY

I am a founding member of the ELMO group that started in 2000. Since then, our group has met 28 times and I have attended most of those meetings. Our group still has three original members from 2000. As members retire, change jobs or sell their business, they drop out of the group and additional members are added. Since members are non-competing, we review an active list that EASA Headquarters maintains to determine possible candidates to add to the group.

The ELMO group tries to meet two times per year at one of our locations. The meeting host helps with hotel accommodations and restaurant reservations for the group and sets the agenda for the meeting. All members have input regarding additions to the agenda. We have not held a traditional meeting during the pandemic; however, we have had a Zoom meeting and we also had a group dinner at the 2021 Convention.

There are few places where you can share the ups and downs of your business with friends who instantly identify with your issues. We discuss quality, safety, healthcare, vendors, technical data, business metrics, human resource issues, regulations, equipment, family, ownership, employee productivity and anything else that is on our minds. Many times you find that the thing that is your most pressing problem and causing you to lose sleep is an issue that another member or two has solved and are more than willing to help with advice. Each meeting pays for itself many times over and the bonding that occurs in these meetings has forged many lifelong friendships due to the common bonds that we share. Our meetings are full of laughter, tough love, bonding, great meals and occasional side trips to travel the country. Enjoying a fellow member’s favorite restaurant or pub in Memphis, Cincinnati, Charlotte, Edmonton, Wheeling, Salt Lake City, Lubbock or Bay City, Michigan is always memorable.

Between meetings, we often email each other with questions. It is not uncommon to send an email out with a question and receive an immediate response or a phone call with exactly the information you need. Most people are more than happy to share both their biggest wins and lessons learned from their biggest challenges. Sharing these stories with others in a safe environment is very therapeutic.

If you would like to join a group, contact Linda Gladden at lgladden@easa.com and she will add your name to the waiting list. Due to the non-competing nature of the groups, it may take several months before you are contacted by a group. Once you join, you will not regret it as it is the best benefit of EASA membership.

Tim Hebert
Management Services Committee Member

A&W Electric, Inc.

Over the past few years, the idea of employee engagement has gotten a lot of attention. How can we as employers get the maximum that each team member has to offer? How do we make sure they are all working toward the same goal? I have found that most people want to contribute to a winning team. Our challenge is to direct that team. We have found two things very helpful in that process.

1. Clear expectations – It’s difficult for an employee to help if he/she doesn’t know what they should be doing. A “Same Page” meeting that is 5–7 minutes daily or 30 minutes weekly helps us identify the main objectives for each group every week. What are the “gotta haves,” and how can my actions help toward that end? That may be with respect to completing certain jobs, ordering certain parts or maintaining certain machinery. Once all people know what the group must accomplish, it helps direct their efforts toward that goal.
2. Keep Score – A portion of our “Same Page” meeting focuses on our results. How did our numbers look? What were the wins? The losses? As soon as we started sharing the numbers both good and bad, people began to take ownership of those numbers! Did we complete enough jobs? Did we invoice enough?

We found implementing those two steps helped direct individual efforts toward group goals and spread out the responsibility to hit the key results we were looking to achieve. Share the information with your team; they want to help!

Tom Barnes
Compliance Specialists, Inc.

The purpose of the DOT, Hazardous Material Shipping module is to assist service center personnel in the important rules and regulations related to the safe transportation of hazardous materials. Among the documents included are tests; a hazmat training brochure; an emergency response guidebook; a guide for hazardous materials marking, labeling and placarding; frequently asked questions related to hazmat training; a brochure on how to use hazardous materials regulations; and a loading and unloading certificate of completion.

BUY THE WEBINAR RECORDINGS
(Both Management & Employee presentations are included)

Kevin Femal
Marketing & Industry Awareness Committee Member
EMS Industrial, Inc.

The life of a sales professional is one that few will ever understand unless they've stepped into the batter's box themselves. It is a life on the road attempting to put out fires, controlling the uncontrollable and building deep relationships while hunting for new opportunities. Structurally, things have changed as “on the road” has taken a different meaning over the last several months. Yet, through all the twists and turns, there are plenty of reasons to be optimistic.

Whether you have a dedicated sales team or that responsibility falls to you, consider integrating these lessons from 2020 to your 2021 sales strategy.

Mike Weinberg
Speaker, Consultant, Best-Selling Author

The title says it all!! Last year’s highly rated speaker on sales is back by popular demand.

Jerry Peerbolte
J. Peerbolte & Associates

Salespeople will tell you they encounter all sorts of individuals and personalities from one customer to the next. In fact, it’s not unusual to deal with different types of folks at one business! So, what is a salesperson to do? Understanding different personality types is critical to being a successful salesperson.

This presentation teaches participants how to recognize differences in personalities. It also explains how to adapt a conversation and sales presentation to best appeal to that person’s personality.

Participants will also be able to determine their own personality style and its strengths and weaknesses.