There has been a flood of activity in the site dewatering and slurry pumps sectors both in terms of new products and the structure of the industry, which should have a positive impact for contractors.
One development has been the establishment of a new company - Xylem, which was launched as a spin-off of the water-related businesses of ITT Corporation.
Xylem comprises Godwin surface-mounted and Flygt submersible pumps for sale and rent, and it has also launched a new range of compact, multipurpose Flygt pumps called the Ready range, which is offered as part of its on-site service.
Marketing manager for Xylem's rental and dewatering services Stefan Swartling said the company had identified a growing need for turn-key solutions.
"We are noticing an increased demand within the construction industry for dewatering services to be supplied as a complete package including the pump and water treatment systems, engineering expertise and project management.
"The beauty of the service means that customers don't have to invest in auxiliary equipment purchases which are needed for just as long as the project requires. The capital expenditure required to purchase, maintain, service and store the equipment isn't an issue when customers choose the on site dewatering package," said Mr Swartling.
The Ready range is designed for use in small- and medium-sized applications, removing water, abrasive and corrosive liquids, contaminated water and water containing sand and gravel.
Ready pumps handle flows up to 7 l per second, heads to 14 m, and solids up to 38 mm in diameter. Power ratings range from 0.5 kW to 0.82 kW.
Xylem's Ready pumps product manager Pete Hansen claimed the new range is unique in terms of serviceability.
"They feature a removable top that allows quick access for cable changes and component replacements. By servicing the replaceable components, instead of throwing the pump away and buying a new one, users can reduce environmental impact as well as lower total cost of ownership. In addition, the pumps are exceptionally durable, intended for a long life of repeated use," Mr Hansen explained.
Another change in the pumps sector came in July when Swedish manufacturer Sulzer acquired Cardo Flow Solutions, including the ABS, Scanpump and Pumpex brands.
And Pumpex has expanded its product portfolio with a new high head dewatering pump, the P3001 SH. Powered by a 9.4 kW motor, it delivers over 80 m of head but weighs just 67 kg. The P3001 SH was designed for tough applications on construction sites, mines and tunnelling projects where easy handling, safety and reliability are crucial.
Like the rest of the pumps in the Pumpex dewatering range - which covers the 0.48 kW to 56 kW motor sizes - a key feature in the new P3001 SH is its modular design, providing easy service and maintenance access.
2011年11月22日星期二
2011年10月10日星期一
Eaton Announces Breakthrough in Hydraulic Hose Technology: The Hose That Knows
HAVANT, UK...Diversified industrial manufacturer Eaton Corporation today announced the launch of a new breakthrough technology that enables reporting of imminent hose assembly failure by means of real-time monitoring of high pressure hose assemblies used in hydraulic systems.
Eaton's LifeSense(TM) hose, a patented hydraulic hose condition monitoring system, will be introduced to the North American market at the International Fluid Power Exposition (held in conjunction with ConExpo 2011) in Las Vegas, March 22 - 26, and to the European market at Hannover Messe 2011 in Hannover, Germany, April 4 - 8.
Eaton's LifeSense hose was developed in conjunction with Purdue University and the Purdue Research Foundation's Office of Technology Commercialization to continuously monitor the health of hydraulic hose assemblies and alert users when an assembly approaches the end of its useful life. The LifeSense hose can monitor and track the health of each hose assembly in a hydraulic system. This system does not estimate or predict through arithmetic calculations when a hose is going to fail, like some products on the market today. The LifeSense hose actually detects when a hose is nearing the end of its useful life. Then an alert is sent to the user so that the assembly can be replaced to prevent downtime. A single monitoring unit can handle input from multiple hose assemblies.
"Most hydraulic maintenance programs are designed to avoid hose failures by replacing assemblies at regular intervals, using a schedule based on usage data or past experience," said Doug Jahnke, Eaton product marketing manager. "As a result, a large number of perfectly good hydraulic hose assemblies are discarded long before the end of their useful life out of fear that they might fail."
The LifeSense hose allows the user to utilize virtually all of the useful life of a hydraulic hose assembly, more than 50 percent longer life in a typical lab test, thus saving on replacement costs and associated downtime while providing peace-of-mind that productivity will not be impeded and safety not compromised by unpredicted hose failure.
"Additionally, hydraulic hose failure is one of the largest causes of unplanned maintenance events," Jahnke said. "Hose failures in the field present serious safety issues, environmental concerns and result in unscheduled system downtime, all of which have serious economic impacts."
The initial LifeSense hose offering will include the widely-used -8, -12 and -16 two-wire hose assemblies. Eaton's LifeSense hydraulic hose condition monitoring offers performance equal to industry standard 2SN pressure-rated hose and is certified to the same industry specifications as conventional hydraulic hose products. The technology is currently available for trial with factory-made assemblies including straight JIC swivel fittings.
Eaton's LifeSense(TM) hose, a patented hydraulic hose condition monitoring system, will be introduced to the North American market at the International Fluid Power Exposition (held in conjunction with ConExpo 2011) in Las Vegas, March 22 - 26, and to the European market at Hannover Messe 2011 in Hannover, Germany, April 4 - 8.
Eaton's LifeSense hose was developed in conjunction with Purdue University and the Purdue Research Foundation's Office of Technology Commercialization to continuously monitor the health of hydraulic hose assemblies and alert users when an assembly approaches the end of its useful life. The LifeSense hose can monitor and track the health of each hose assembly in a hydraulic system. This system does not estimate or predict through arithmetic calculations when a hose is going to fail, like some products on the market today. The LifeSense hose actually detects when a hose is nearing the end of its useful life. Then an alert is sent to the user so that the assembly can be replaced to prevent downtime. A single monitoring unit can handle input from multiple hose assemblies.
"Most hydraulic maintenance programs are designed to avoid hose failures by replacing assemblies at regular intervals, using a schedule based on usage data or past experience," said Doug Jahnke, Eaton product marketing manager. "As a result, a large number of perfectly good hydraulic hose assemblies are discarded long before the end of their useful life out of fear that they might fail."
The LifeSense hose allows the user to utilize virtually all of the useful life of a hydraulic hose assembly, more than 50 percent longer life in a typical lab test, thus saving on replacement costs and associated downtime while providing peace-of-mind that productivity will not be impeded and safety not compromised by unpredicted hose failure.
"Additionally, hydraulic hose failure is one of the largest causes of unplanned maintenance events," Jahnke said. "Hose failures in the field present serious safety issues, environmental concerns and result in unscheduled system downtime, all of which have serious economic impacts."
The initial LifeSense hose offering will include the widely-used -8, -12 and -16 two-wire hose assemblies. Eaton's LifeSense hydraulic hose condition monitoring offers performance equal to industry standard 2SN pressure-rated hose and is certified to the same industry specifications as conventional hydraulic hose products. The technology is currently available for trial with factory-made assemblies including straight JIC swivel fittings.
2011年9月7日星期三
Interview with Andrew Esson of Quick Hydraulics
IT was an idea that had been bubbling away in Andrew Esson’s head for a while. The ContiTech Beattie managing director had done his research, weighed up his options and sought the advice of friends and contacts.
Among those was leading South Tyneside businessman Geoff Ford, chairman of Ford Aerospace. Ford told him he was “confident this will be the best decision you’ve ever made”.
Less than a year after being named as Tyneside and Northumberland’s Business Executive of the Year for his work at the specialist Ashington engineering firm, he sat behind his desk for the first time as the majority shareholder and managing director of Quick Hydraulics, a former family firm located in North Shields.
Esson says: “I’m aware it will be different now, as I’m going from a £30m turnover business to a £3m business. But I’m going into it with my eyes open.”
Late last week, the rubber stamp was put on the deal which puts Esson in control of the New York company, which supplies hydraulic products to customers across the UK and abroad. Originally set up by Ron Quick in 1977 as a distributor of hydraulic components, it expanded its work to include service and project skills after it was passed to Ron’s son Peter in 1995. It is now a noted UK fluid power centre in the UK, and Esson says it was that specialist engineering nous that partly attracted him to the business.
As the head of ContiTech Beattie, Esson supervised an operation which employed 97 people, including 82 in Ashington, 14 in Aberdeen and one in Singapore. While the company was part of one of the world’s biggest tyre manufacturers, the bosses at parent company Continental AG largely left him alone to run the ship.
Last year, the carbon steel hydraulichose manufacturer reported its exports had more than doubled to £23m in the last three years, and anticipated its turnover leaping from £28m to £60m by 2016. It was this sort of growth that gave Esson a trophy for his mantelpiece, courtesy of The Journal and Evening Gazette’s North East Business Executive of the Year awards.
“After I won the award, it felt like it was a perfect time to step out,” he says. “It was a fantastic 2010 for both me and ContiTech, which had won its third straight Manufacturing Excellence award as well as a Queen’s Award for Enterprise. I decided my objective for 2011 was to move to the next stage of my career.”
But what was it that made him consider a shift at all, after 27 years working in the major corporate sector?
He says: “From the beginning of last year, I recognised my career development prospects with Continental were going to be limited by the fact I wasn’t internationally mobile. I moved to the North East in 2002 and established myself here.
“It’s an area I love and I’d love to see my career out here. The only way I could really do that within Continental was to continue doing what I was doing with ContiTech Beattie, and if I wanted to develop beyond that I’d have to go abroad. That’s when I decided it might be a good time to go out there and work for myself.”
Esson began putting out feelers in the business community, and his contacts unearthed a few firms that could be suitable for him. One was Quick Hydraulics, a 14-person company which ticked all the boxes.
He says: “It was a specialist engineering business, and a profitable cash-generating company that could benefit from some of the things I’d learned as part of a large company.
“Although ContiTech had never worked with Quick, the company manufactured the type of product that we would use in our fluid handling systems. When we were doing due diligence, it became clear this was a well-run company that knew what it was doing.
Among those was leading South Tyneside businessman Geoff Ford, chairman of Ford Aerospace. Ford told him he was “confident this will be the best decision you’ve ever made”.
Less than a year after being named as Tyneside and Northumberland’s Business Executive of the Year for his work at the specialist Ashington engineering firm, he sat behind his desk for the first time as the majority shareholder and managing director of Quick Hydraulics, a former family firm located in North Shields.
Esson says: “I’m aware it will be different now, as I’m going from a £30m turnover business to a £3m business. But I’m going into it with my eyes open.”
Late last week, the rubber stamp was put on the deal which puts Esson in control of the New York company, which supplies hydraulic products to customers across the UK and abroad. Originally set up by Ron Quick in 1977 as a distributor of hydraulic components, it expanded its work to include service and project skills after it was passed to Ron’s son Peter in 1995. It is now a noted UK fluid power centre in the UK, and Esson says it was that specialist engineering nous that partly attracted him to the business.
As the head of ContiTech Beattie, Esson supervised an operation which employed 97 people, including 82 in Ashington, 14 in Aberdeen and one in Singapore. While the company was part of one of the world’s biggest tyre manufacturers, the bosses at parent company Continental AG largely left him alone to run the ship.
Last year, the carbon steel hydraulic
“After I won the award, it felt like it was a perfect time to step out,” he says. “It was a fantastic 2010 for both me and ContiTech, which had won its third straight Manufacturing Excellence award as well as a Queen’s Award for Enterprise. I decided my objective for 2011 was to move to the next stage of my career.”
But what was it that made him consider a shift at all, after 27 years working in the major corporate sector?
He says: “From the beginning of last year, I recognised my career development prospects with Continental were going to be limited by the fact I wasn’t internationally mobile. I moved to the North East in 2002 and established myself here.
“It’s an area I love and I’d love to see my career out here. The only way I could really do that within Continental was to continue doing what I was doing with ContiTech Beattie, and if I wanted to develop beyond that I’d have to go abroad. That’s when I decided it might be a good time to go out there and work for myself.”
Esson began putting out feelers in the business community, and his contacts unearthed a few firms that could be suitable for him. One was Quick Hydraulics, a 14-person company which ticked all the boxes.
He says: “It was a specialist engineering business, and a profitable cash-generating company that could benefit from some of the things I’d learned as part of a large company.
“Although ContiTech had never worked with Quick, the company manufactured the type of product that we would use in our fluid handling systems. When we were doing due diligence, it became clear this was a well-run company that knew what it was doing.
Interview with Andrew Esson of Quick Hydraulics
IT was an idea that had been bubbling away in Andrew Esson’s head for a while. The ContiTech Beattie managing director had done his research, weighed up his options and sought the advice of friends and contacts.
Among those was leading South Tyneside businessman Geoff Ford, chairman of Ford Aerospace. Ford told him he was “confident this will be the best decision you’ve ever made”.
Less than a year after being named as Tyneside and Northumberland’s Business Executive of the Year for his work at the specialist Ashington engineering firm, he sat behind his desk for the first time as the majority shareholder and managing director of Quick Hydraulics, a former family firm located in North Shields.
Esson says: “I’m aware it will be different now, as I’m going from a £30m turnover business to a £3m business. But I’m going into it with my eyes open.”
Late last week, the rubber stamp was put on the deal which puts Esson in control of the New York company, which supplies hydraulic products to customers across the UK and abroad. Originally set up by Ron Quick in 1977 as a distributor of hydraulic components, it expanded its work to include service and project skills after it was passed to Ron’s son Peter in 1995. It is now a noted UK fluid power centre in the UK, and Esson says it was that specialist engineering nous that partly attracted him to the business.
As the head of ContiTech Beattie, Esson supervised an operation which employed 97 people, including 82 in Ashington, 14 in Aberdeen and one in Singapore. While the company was part of one of the world’s biggest tyre manufacturers, the bosses at parent company Continental AG largely left him alone to run the ship.
Last year, the carbon steel hydraulic hose manufacturer reported its exports had more than doubled to £23m in the last three years, and anticipated its turnover leaping from £28m to £60m by 2016. It was this sort of growth that gave Esson a trophy for his mantelpiece, courtesy of The Journal and Evening Gazette’s North East Business Executive of the Year awards.
“After I won the award, it felt like it was a perfect time to step out,” he says. “It was a fantastic 2010 for both me and ContiTech, which had won its third straight Manufacturing Excellence award as well as a Queen’s Award for Enterprise. I decided my objective for 2011 was to move to the next stage of my career.”
But what was it that made him consider a shift at all, after 27 years working in the major corporate sector?
He says: “From the beginning of last year, I recognised my career development prospects with Continental were going to be limited by the fact I wasn’t internationally mobile. I moved to the North East in 2002 and established myself here.
“It’s an area I love and I’d love to see my career out here. The only way I could really do that within Continental was to continue doing what I was doing with ContiTech Beattie, and if I wanted to develop beyond that I’d have to go abroad. That’s when I decided it might be a good time to go out there and work for myself.”
Esson began putting out feelers in the business community, and his contacts unearthed a few firms that could be suitable for him. One was Quick Hydraulics, a 14-person company which ticked all the boxes.
He says: “It was a specialist engineering business, and a profitable cash-generating company that could benefit from some of the things I’d learned as part of a large company.
“Although ContiTech had never worked with Quick, the company manufactured the type of product that we would use in our fluid handling systems. When we were doing due diligence, it became clear this was a well-run company that knew what it was doing.
Among those was leading South Tyneside businessman Geoff Ford, chairman of Ford Aerospace. Ford told him he was “confident this will be the best decision you’ve ever made”.
Less than a year after being named as Tyneside and Northumberland’s Business Executive of the Year for his work at the specialist Ashington engineering firm, he sat behind his desk for the first time as the majority shareholder and managing director of Quick Hydraulics, a former family firm located in North Shields.
Esson says: “I’m aware it will be different now, as I’m going from a £30m turnover business to a £3m business. But I’m going into it with my eyes open.”
Late last week, the rubber stamp was put on the deal which puts Esson in control of the New York company, which supplies hydraulic products to customers across the UK and abroad. Originally set up by Ron Quick in 1977 as a distributor of hydraulic components, it expanded its work to include service and project skills after it was passed to Ron’s son Peter in 1995. It is now a noted UK fluid power centre in the UK, and Esson says it was that specialist engineering nous that partly attracted him to the business.
As the head of ContiTech Beattie, Esson supervised an operation which employed 97 people, including 82 in Ashington, 14 in Aberdeen and one in Singapore. While the company was part of one of the world’s biggest tyre manufacturers, the bosses at parent company Continental AG largely left him alone to run the ship.
Last year, the carbon steel hydraulic hose manufacturer reported its exports had more than doubled to £23m in the last three years, and anticipated its turnover leaping from £28m to £60m by 2016. It was this sort of growth that gave Esson a trophy for his mantelpiece, courtesy of The Journal and Evening Gazette’s North East Business Executive of the Year awards.
“After I won the award, it felt like it was a perfect time to step out,” he says. “It was a fantastic 2010 for both me and ContiTech, which had won its third straight Manufacturing Excellence award as well as a Queen’s Award for Enterprise. I decided my objective for 2011 was to move to the next stage of my career.”
But what was it that made him consider a shift at all, after 27 years working in the major corporate sector?
He says: “From the beginning of last year, I recognised my career development prospects with Continental were going to be limited by the fact I wasn’t internationally mobile. I moved to the North East in 2002 and established myself here.
“It’s an area I love and I’d love to see my career out here. The only way I could really do that within Continental was to continue doing what I was doing with ContiTech Beattie, and if I wanted to develop beyond that I’d have to go abroad. That’s when I decided it might be a good time to go out there and work for myself.”
Esson began putting out feelers in the business community, and his contacts unearthed a few firms that could be suitable for him. One was Quick Hydraulics, a 14-person company which ticked all the boxes.
He says: “It was a specialist engineering business, and a profitable cash-generating company that could benefit from some of the things I’d learned as part of a large company.
“Although ContiTech had never worked with Quick, the company manufactured the type of product that we would use in our fluid handling systems. When we were doing due diligence, it became clear this was a well-run company that knew what it was doing.
2011年8月10日星期三
Two medics and an SUV, a cheaper alternative to fire stations
Turn two fire stations into limited-response units -- with two medics and an SUV -- and save $1 million, says Councilman Jon Camp.
About 80 percent of all firefighter calls are for medical emergencies, not fires, he notes.
So the medics and equipment would be a first response, quickly followed by a fire truck and ambulance from a fully staffed station.
Two men and an SUV would save about $500,000 a year in personnel costs for each station, Camp has said.
I asked Public Safety Director Tom Casady for his reaction to the two men and an SUV idea.
"Councilman Camp's proposal is not entirely out in left field, but it certainly would be a reduction in our capabilities and the level of service," Casady said in an email.
"It is a alternative to consider if we cannot afford the current level of service."
Camp's proposal would reduce staffing needs, but would create some problems, Casady said.
"There is a limit to what two people and an SUV can safely do. They can determine that there is no fire, and that the alarm is false. They can deploy a fire extinguisher on a burning trash can. They can use a pry bar on a sprung passenger-side door. They can stabilize a potentially broken ankle at a softball field.
"But there are many things they cannot do, most importantly, grab a hose from a fire engine and prepare to fight a structure fire. That would have to await the arrival of more personnel and the apparatus itself: a pumper.
"In reality, many incidents could be adequately dealt with by two people and an SUV (especially false alarms), and they could be a good first response to a medical emergency while the ambulance crew is en route.
"But you often do not know from the initial information precisely what you will encounter at the scene, and you operate on the belief that the fire alarm could be real, the back pain could actually be a symptom of a heart attack, and that extricating the passenger from the car could require hydraulic tools."
The two men and an SUV plan would mean that more Lincoln homes could not be reached by a fire truck within the 6-minute, 20-second goal.
"Two people with extinguishers, hand tools, first aid supplies, and a defibrillator is better than nothing at all, but it is clearly a reduced service level," Casady said.
Eat those words
During a city budget hearing, Coby Mach quoted specific no tax increase messages made by three City Council members in past election campaigns.
And he encouraged the three -- Carl Eskridge, Jayne Snyder and Gene Carroll -- to stay true to that message.
Mach, who said he was representing himself and not speaking in his role as executive director of the Lincoln Independent Business Association, also suggested the council use a one-time $1.7 million Verizon payment to reduce the dependence on property taxes this year.
But Carroll pointed out that last year, Mach stood before the council and urged it not to use one-time money to solve budget problems.
"You have changed your view on one-time dollars?" asked Carroll.
"Yes," said Mack.
More commissioners in our future
Lancaster County will likely add two members to its five-member Board of Commissioners after the 2020 census.
Counties with populations of more than 300,000 must have seven county commissioners, according to state law.
Lancaster County has more than 285,000 residents, based on the 2010 census.
Wheel tax, three months early
The proposed increase in the city's wheel tax will take effect this fall, not in January.
Traditionally, wheel tax hikes have started Jan. 1, but this series of increases ($10 this year for a car and $5 each of the next two years) will likely begin Oct. 1.
The ordinance provides for a Sept. 1 starting date. But city staff say that's probably not possible and the time will be amended to Oct. 1, if the council decides to approve the tax hike.
From the city's point of view, that three months of additional revenue brings in about $173,000 more to the city's street construction and repair program for next fiscal year, which begins Sept. 1.
About 80 percent of all firefighter calls are for medical emergencies, not fires, he notes.
So the medics and equipment would be a first response, quickly followed by a fire truck and ambulance from a fully staffed station.
Two men and an SUV would save about $500,000 a year in personnel costs for each station, Camp has said.
I asked Public Safety Director Tom Casady for his reaction to the two men and an SUV idea.
"Councilman Camp's proposal is not entirely out in left field, but it certainly would be a reduction in our capabilities and the level of service," Casady said in an email.
"It is a alternative to consider if we cannot afford the current level of service."
Camp's proposal would reduce staffing needs, but would create some problems, Casady said.
"There is a limit to what two people and an SUV can safely do. They can determine that there is no fire, and that the alarm is false. They can deploy a fire extinguisher on a burning trash can. They can use a pry bar on a sprung passenger-side door. They can stabilize a potentially broken ankle at a softball field.
"But there are many things they cannot do, most importantly, grab a hose from a fire engine and prepare to fight a structure fire. That would have to await the arrival of more personnel and the apparatus itself: a pumper.
"In reality, many incidents could be adequately dealt with by two people and an SUV (especially false alarms), and they could be a good first response to a medical emergency while the ambulance crew is en route.
"But you often do not know from the initial information precisely what you will encounter at the scene, and you operate on the belief that the fire alarm could be real, the back pain could actually be a symptom of a heart attack, and that extricating the passenger from the car could require hydraulic tools."
The two men and an SUV plan would mean that more Lincoln homes could not be reached by a fire truck within the 6-minute, 20-second goal.
"Two people with extinguishers, hand tools, first aid supplies, and a defibrillator is better than nothing at all, but it is clearly a reduced service level," Casady said.
Eat those words
During a city budget hearing, Coby Mach quoted specific no tax increase messages made by three City Council members in past election campaigns.
And he encouraged the three -- Carl Eskridge, Jayne Snyder and Gene Carroll -- to stay true to that message.
Mach, who said he was representing himself and not speaking in his role as executive director of the Lincoln Independent Business Association, also suggested the council use a one-time $1.7 million Verizon payment to reduce the dependence on property taxes this year.
But Carroll pointed out that last year, Mach stood before the council and urged it not to use one-time money to solve budget problems.
"You have changed your view on one-time dollars?" asked Carroll.
"Yes," said Mack.
More commissioners in our future
Lancaster County will likely add two members to its five-member Board of Commissioners after the 2020 census.
Counties with populations of more than 300,000 must have seven county commissioners, according to state law.
Lancaster County has more than 285,000 residents, based on the 2010 census.
Wheel tax, three months early
The proposed increase in the city's wheel tax will take effect this fall, not in January.
Traditionally, wheel tax hikes have started Jan. 1, but this series of increases ($10 this year for a car and $5 each of the next two years) will likely begin Oct. 1.
The ordinance provides for a Sept. 1 starting date. But city staff say that's probably not possible and the time will be amended to Oct. 1, if the council decides to approve the tax hike.
From the city's point of view, that three months of additional revenue brings in about $173,000 more to the city's street construction and repair program for next fiscal year, which begins Sept. 1.
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