24VDC Conveyor Systems, Ready for Prime-Time

Posted on August 26, 2011 by admin

By Chuck Ireland

It’s been several years since 24 volt DC (24VDC) conveyor systems were introduced in the US material handling industry. Usually the application of a technology to a new product line tends to fall short of some expectations and have some new problem areas that were unexpected. The dozens of major and hundreds of smaller implementations of 24VDC conveyor however seem to have borne out both the benefits and mitigating factors put forth when these products were introduced.

 

People we’ve spoken to and projects on which we’ve been involved back up the initial predictions that 24VDC projects would, generally speaking, require a somewhat higher capital investment. The equipment itself tends to be a bit more costly and depending on the physical layout in a given facility, electrical infrastructure can be more expensive than standard AC supply. There are, however two factors that can at least partially offset these increased expenses on a project. Current 24VDC accumulation strategies do not require compressed air and can save a project the cost of a compressor and air lines, fittings, and installation. Also, 24VDC systems tend to be faster and easier to install with less field wiring and drive train tuning.

 

Likewise, 24VDC projects seem to be delivering the benefits promised by the suppliers. With far less complicated drive mechanisms, these systems are amazingly quiet, more reliable, and easier to maintain.  The absence of transmission gearing and chains reduce noise and maintenance while increasing safety. Safety is also enhanced by the lower system voltage. The smaller motors and simpler drive trains also lend themselves to more flexible device configurations for conveyor width, elevation, spirals, curves, etc. Most 24VDC systems actually shut off motors for accumulation rather than just stop driving the rollers like AC systems. This saves both energy and wear on a system’s moving parts and decreases required maintenance due to reduced run time.

 

To summarize, experience in recent years is showing that, while initial capital outlay for a 24VDC conveyor system might be somewhat higher than a similar traditional AC system, the total cost of ownership can be significantly lower in the long run.

 

To best determine if you would best be served by a 24 VDC or traditional system we highly recommend that you contact a professional design and integration firm to help you with the analysis.

 

There are several product lines of 24VDC equipment in the industry now. Three that we trust and respect are Hytrol’s E24, Carter Controls’ Carterroll, and Itoh Denki’s Power Moller 24.

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How to visualize, procure and maximize warehouse space

Posted on July 28, 2011 by admin

By: Eric Landtbom

How many times have you walked into a warehouse / distribution facility and wondered how they developed the floor plan? More often than not, the facility started small and expanded as growth took over and someone said “WE NEED MORE SPACE!”

 

As the cost for space escalates it is important to capsulate your needs in 1-3-5 year increments. As the business grows, material handling solutions can also grow. If the future growth plans on doubling the warehouse space, take a look at a dynamic storage solution that has scalability. There are many ways to design warehouse space that can start with a simple 3-pallet high selective storage system of 2,000 Pallet Positions and grow to a Dynamic Storage System that can handle 6,000 Pallet Positions or more within the same footprint. If the layout is designed for growth, single-deep selective to multi-pallet push-back or pallet flow can be a quick and clean transition. It requires laying out the selective rack and aisle in advance to accommodate the changes.

  

Even with selective rack, a 30’ clear building with the right components and floor capacity can double in size with the initial purchase of extra tall uprights and expected requirements for load beams. For example: A simple back-to-back system with 16’ uprights equates to a 3-high system, 6 pallets per bay, x 2 = 12 pallet positions (PP.) Even rows of 10 bays equals 120 PP. For a few dollars more, purchase 24’ uprights designed for load. When the time comes for more storage, purchase beams and add to the levels. Using above example, each bay grows from 6PP to 10PP so a b-2-b section now holds 200 PP an increase of 40 percent.

 

During planning and layout of a pick module within the area, utilize standard components as much as possible. Most add-on components are designed for 96” wide bays and 96” deep back-to-back rows. Changing a bay from pallet storage to a 4-level carton flow takes only a few hours and can be accomplished anywhere within your facility.

 

Accurate aisle spacing is critical for growth. Assume a 9’0” aisle with two sets of back-to-back pallet rack can be converted into 6-deep push-back or pallet flow with the addition of a center upright and additional beams and the necessary transport carts or rails.

 

Using the same example, you can quickly go from simple selective rack to a 3-high pick cell with both carton flow and pallet flow including transport conveyor. This frees other floor space for manufacturing, process or simply recreation. There are numerous ways to maximize the cube storage of any facility if you plan ahead.

 

Gross & Associates (www.grossassociates.com) is a consultant that has no vested interest in equipment, thereby freeing the designers to create smart, efficient floor plans designed for growth. The four processes should be: Analysis, Concept Development, Design and Implementation.

 

In addition to designing the warehouse space, operation of the facility becomes extremely important. What the end-user wants and actually finalizes can be two entirely different concepts.

 

With proper analysis most of the process can be worked through depending on input from any number of sources. There is a great article by Rick Stinchcomb, University of Oklahoma, (http://aaupwiki.princeton.edu/index.php/Warehouse_Operations) that addresses each individual part of the entire warehouse operation.

 

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Tips for Preventing Breakdown Situations

Posted on July 1, 2011 by admin

By: Megan Tarpenning

Like any piece of equipment, conveyors need to be maintained on a regular basis to stay in production. Even the highest quality product will not last without the required maintenance and support. As anyone who has been in a breakdown situation can tell you, it is far less painful to prevent a problem than to fix one. Here are few tips that can help prevent your ending up in that situation:

 One of the best things you can do to prevent breakdowns is to consistently perform the recommended maintenance on your conveyor.  Reference your conveyor manuals and contact your supplier to make sure you are taking care of all scheduled maintenance tasks that are recommended for your application. Conveyor suppliers typically offer some form of a Preventative Maintenance Program to ensure continued operations of your conveyors. If you know you are entering a busy time you can also schedule a service appointment to ensure everything is in working order. Also make sure that someone is inspecting your conveyors on a regular basis. Even a photo eye sensor with excessive dust can bring down an entire system. Inspectors should make a point to pay attention to areas that are not openly visible. Repairs in these areas may be neglected since they are not as visually obvious but can still cause problems if not addressed quickly.

Another great way to keep your system up and running is by stocking replacement parts. While you do not need to stock a replacement for every part in your system, items that can take the conveyor out of operation would be highly recommended. The time and money you are able to save by preventing a system shut-down will far outweigh the cost of buying these parts in advance. In the rare situation that the critical part you need is not in stock with the supplier, the cost of this breakdown can be substantial. Contact a conveyor specialist if you need help determining what parts are recommended to have on hand.

All conveyor operators should be trained in operational safety. A safe environment is an essential element of achieving your productivity goals. It is important that any personnel that will be working near or operating a conveyor should be familiar with safety and warning labels on the equipment. All operators should be aware of product capacities so that the conveyor is only used to transport materials that it is capable of handling safely. It is good practice to always consult the conveyor safety manual before operating any unfamiliar conveyor system.

Bottom line: a little work now can save you a lot of time and money later. Taking the above precautions will help your conveyors run longer, safer, and when you need them the most. 

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All Successful Systems Need a “Champion”…

Posted on June 16, 2011 by admin

By:  David Rebata

Champion (definition): noun: one who fights or speaks publicly in support of (to champion a cause.)

How many times have you seen a newly installed material handling system succeed without a “Champion?” Not many I assume. The Champion is the individual or individuals put in charge of the newly installed system and responsible for its operation and overall performance. Clients should always assign a Champion to their projects. You discover that no matter how successful the installation, if the customer does not assign a Champion, the system does not get the needed attention to reach its maximum operating potential.

During the discovery phase of planning a new system or process with your clients, always stress the importance of having the client assign a key person to the project. Just as most successful integrators provide a project manager that oversees the engineering and installation of the system, your customer should always provide a Champion that will work with your integration group to make sure the end product will be managed properly once you hand over the keys and leave the building operating. The Champion’s responsibility should start the moment the customer begins the planning of a new system and continue through the acceptance of that system. As a general guideline the Champion should be involved in the following life cycle of a systems evolution:

1. System Planning Phase: When a client identifies and approves a new project (system) they should assign a representative (Champion) that will be involved throughout the project life cycle. They should be part of the design engineering phase of the system so they have a good understanding of the system operation and functionality. The Champion should be involved in the compilation of the (RFP) Request For Proposal. They should also have a clear understanding of the performance metrics defined for the system so they can measure the overall success once the system is fully operational.

2. Supplier / Integrator Selection: It is always important for the prospective Champion to be involved with the selection of the supplier. After all, part of the Champion’s responsibility is to look out for his employer’s best interest and ensure that this large undertaking (let alone investment) is a value to the organization and is successful in meeting its performance goals. Installation and system goals along with contract obligations are understood best by those involved with a project from the beginning and that usually starts with the selection of the integrator.

3. Installation / Start up Phase: Who better than the Champion to help with overall management of the installation phase of a project. They will manage project schedules, ensure system specifications are followed, and look out for the overall best interest of the customer. At this point the system becomes a reflection of the Champion’s own performance and personal success within the organization. The success of the system they have been commissioned to oversee is now a reflection of themselves. The system succeeds. They succeed.

4. User Training: The Champion will come to know the system better than anyone else in the organization operational groups (IT, Operations, Facilities, etc.) Who better than the Champion to train all system and operational users. The right Champion will do these things with enthusiasm and pride.

5. Ongoing Management: After a successful startup the Champion will always find a way to improve the system’s performance. Once the system has been in operation for a period of time, the Champion will more often than not discover new methods to enhance the performance of the system. They will also be the first to point out shortcomings that need improvement from the integrator as well as identify system service and preventative maintenance requirements.

Having a system “Champion” representing your client is obviously one of several key ingredients for a successful conveyor / material handling system integration project. Other key points can be found in an excellent white paper put together by Tompkins Associates.

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