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Unidades de medida
Imperial Métrica
Fonte de dimensionamento
Tipo de rolamento:
Width:
in
Outer Diameter:
in
Shaft Diameter:
in
Shaft RPM:
Operating Temperature:
Particle Contamination:
Moisture:
Vibration:
Position:
The values calculated are based on the data that is input and may not reflect actual
in-service environments. To increase the accuracy of regrease volumes and
frequencies we recommend the use of condition-based tools such as grease
analysis and ultrasound.
To calculate grease quantity, you need the bearing’s physical dimensions (primarily
the outside diameter and width). Once you have these two measurements (in
inches), you multiply them together and then multiply by 0.114. The resulting
answer is the grease quantity in ounces. This formula can be used with metric
measurements as well; just use 0.005 instead of 0.114. The result will be grease
quantity in grams. This formula works for all bearings and is widely accepted as the
best way to calculate grease quantity.
Once the required grease volume has been calculated, you will need to determine
how often to apply that amount of grease. This timeframe is known as the
regreasing frequency. This calculation is more complex. The machine’s operating
conditions must be collected along with some additional bearing information.
Temperature is known to affect both grease and oil, so naturally one of the first
correcting factors that must be collected is operating temperature. The hotter the
environment, the more frequently the grease must be replenished. The ambient
contamination (how dusty the environment is) and moisture (how humid the
environment is) work in a similar manner. The dirtier and wetter the environment,
the more often the bearing must be regreased.
Simple things like the bearing’s physical position and vibration will also affect the
grease’s run-out and frequency of reapplication. If the bearing is mounted on a
vertical shaft, the grease has a tendency to run out of the bearing quicker, thus
needing to be replenished more often. When the bearing is subjected to vibration, it
causes the oil in the grease to separate from the thickener, allowing it to drain away
from where it is needed much faster. Therefore, these two correcting factors —
position and vibration — should be taken into consideration.
The final correcting factor is that of the bearing element shape. This is important
because each different element stresses the grease differently. For instance, a ball
rolling across the race churns the grease differently than a spherical element, which
churns the grease much more heavily.
Abaixo está um gráfico desses fatores de correção e como eles operam
juntos. Depois de calculadas corretamente, as peças finais do quebra-cabeça são
a identificação do rolamento e a velocidade de rotação. Através de alguma
matemática simples, você fica com uma frequência de tempo de execução (em
horas) para relubrificação.
Referência: SKF
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Impressão
Use inspeções de zona de lubrificante
para detecção antecipada de problemas
Jim Fitch , Noria Corporation
Tags:análise de óleo
70 deinspeções
profissionais de lubrificação realizar
visuais diárias do óleo em sua
fábrica, de acordo com uma pesquisa recente
% na MachineryLubrication.com
Zona de Nível, Espuma e Depósitos (LF & D)
As máquinas não precisam apenas de algum lubrificante ou de qualquer
lubrificante. Em vez disso, eles precisam de um suprimento adequado e adequado
do lubrificante correto. Adequado não significa apenas umidade ou a presença
próxima de lubrificante. O que é definido como adequado varia um pouco de
máquina para máquina, mas é crítico, no entanto. Equipamentos de alta
velocidade que funcionam com filme hidrodinâmico completo têm o maior apetite
lubrificante e são também os mais castigados quando estão com fome. Máquinas
que operam em baixas velocidades e cargas são mais tolerantes quando o
suprimento de lubrificante é restrito. Mesmo essas máquinas podem falhar de
repente quando ocorre fome severa.
Existem quatro chaves para resolver problemas de fome usando manutenção
proativa:
É reconfortante saber que os três últimos dos “Quatro Grandes” podem ser
amplamente examinados e confirmados por meio de um rigoroso programa de
inspeção de zonas. Sim, detecção precoce significa detecção frequente. Está
dentro do seu controle. Oportunidade bate!
Sobre o autor
Jim Fitch
Jim Fitch, fundador e CEO da Noria Corporation , possui uma vasta experiência
em análises de lubrificação, análise de óleo e falhas de maquinário. Ele
aconselha ... Leia Mais
Lubrificação de maquinário (2/2014)
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EUA
Aspiration
This is the basal desire for excellence and constant improvement. Most
overachievers are born with this. Some aspire to change because of youthful
innocence, education or even new technology. Organizations, however, need great
leaders to champion change driven by aspiration.
Crisis
The greatest change occurs on the edge of chaos. Crisis gives focus, urgency and
seriousness to change. It is reactive in nature, like a lifestyle change following a
heart attack. In organizations, the crisis might be a serious health or safety event. It
might also relate to organizational survivability. Consider that only 60 companies
listed in the Fortune 500 in 1955 were still there in 2017.
Opportunity
Change should be purposeful with a solid business foundation. It should also be
proactive (why wait for a crisis?). What’s behind opportunity-driven change? For
individuals, it could be wealth, greed, promotion, ego, etc. Since individuals own
companies and manage company decisions, these same factors apply.
Competitive Pressures
The global economy has never been more intense. Organizations in the business
of converting raw materials to end products face this every day. It is called
commodity hell. However, the global economy doesn’t provide a level playing field
for some companies due to inequality in tariffs, taxes, laws, environmental
protection, raw material sources and the cost of labor. In certain cases, this has
resulted in the loss of entire industries to other countries (e.g., the U.S. textile
industry).
The frictional forces of change are many. Some are innate forces built into an
organization’s DNA. Others are human forces that we all face in our personal lives.
Figure 1 lists a few of the change-resisting frictional forces that must be overcome.
Note, however, that change is more effective if you can reduce some of these
forces, not just overcome them.
Creatures of Habit
People gravitate toward what they know and that which gives them comfort.
Change is disruptive and annoying. Old habits are hard to break. Most of us know
that we should do what we don’t want to do, or like someone once told me, “Do
what sucks.” For example, you hate working out because it’s hard on you. So, you
should work out because it’s hard on you. Replace the words “working out” with
anything else that sucks.
Full Sponge
Some of us are over-changed. Too many changes too fast can cause distress while
trying to keep up with it all. I feel this way about new software updates that get
pushed on me at times. I still haven’t figured out the last revision.
Buy-in/WIIFM
It’s human nature to ask why, and we should ask questions. Who are the
stakeholders? Who benefits and who does not? More specifically, “What’s in it for
me?” (WIIFM). In the end though, winners change what losers want to leave the
same. Don’t be a laggard. When the driving forces of change out-push the frictional
drag forces against change, the needle will begin to move in the direction of the
desired target state. But don’t stop there
Figure 2. Overcoming dynamic friction to sustain change
Change of Ownership
These days companies are bought and sold like trading chips. In a few cases, a
change in ownership can have a strong, positive impact. Sometimes business
culture improves, and there may even be new investment in growth and
productivity. In other cases, the merging companies are consolidated, and
dismantled business units are sold for parts.
Standardized Work
Work should be done to a consistent and optimized state of quality. This seeks to
balance the benefits from work performed (or not performed) against the costs and
risks. Basically, change should be a modernized engineering specification to
achieve the desired optimized state of maintainability, availability, reliability,
productivity, safety, operating costs and environmental protection.
Training
Education and awareness training are critical. Competence makes us comfortable.
Ignorance does the opposite. Of course, we must teach the specifics of how tasks
should be performed, but greater value often comes from understanding why. The
mere fact that education is being provided drives home much of the message of
why. People have a basic human need to rationalize the purpose of their jobs. You
are more likely to accept or embrace what you understand and shrug off what you
don't.
Periodic Reassessments
An assessment is the practice of benchmarking an organization against a specific
standard of excellence that is precise and definable. Compliance to this standard
should be measured or verified. The standard must be aligned to business
objectives, standardized work and the change that was achieved. This is done at
each iteration of change and periodically reassessed to confirm compliance and
continuity (no backsliding).
Kaizen
Change is a slippery slope. Kaizen is how we give it traction. You can’t relapse if
you’re always going forward. Never stop advancing the ball. This is kaizen, also
known as continuous improvement.
These five elements (anchoring change to business objectives, standardized work,
training, periodic reassessments and kaizen) are the driving forces behind
sustained change. They also serve as the centerpiece of a modern asset
management system. Many of you may be familiar with ISO 55000, which is the
new international standard on asset management. It standardizes a framework for
managing assets in a way that is structurally similar to ISO 9001 for quality. The
same is true for ISO 14000 relating to environmental protection. This framework
codifies the manner in which assets are managed against costs, risks, performance
and organizational objectives.
When it comes to change, some organizations are way beyond low-hanging fruit.
They’re into the hard work of climbing up higher into the tree to harvest the fruit of
their efforts. As someone once said, “Most world-class companies don’t realize they
are world class. They are too busy and preoccupied with improvement and getting
where they are not (up the tree).” I couldn’t agree more. ML
Reference
This article was inspired by Drew Troyer and his teachings on change
management.
Jim Fitch
Jim Fitch, a founder and CEO of Noria Corporation, has a wealth of experience in
lubrication, oil analysis, and machinery failure investigations. He has advise... Read
More
Machinery Lubrication (6/2018)
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