Headers on Air Cooled Heat Exchanger

What are headers?
Headers are the boxes at the ends of the tubes which distribute the fluid from the piping to the tubes.

How are headers constructed?
Almost all headers on air-cooled exchangers are welded rectangular boxes. A vast majority of the headers are of the plug type. This means that there is a shoulder plug opposite each tube which allows access for inspection and cleaning of individual tubes. They can also be used to plug a leaking tube.

The plug holes are used in the manufacturing process for access to roller expand the tubes into the headers.

The other common type of header is the cover plate or bonnet type. These are usually used in low pressure applications (say below 150 PSIG) where complete tube access is desired. This usually means applications where fouling is a potential problem and the tube bundle may require occasional internal cleaning. As the name implies, these have a removable plate on the back side of the header opposite the tubes. The cover plate is attached to the header by a set of studs or through-bolts to a flange around the perimeter of the header. A bonnet header is similar, but opposite in construction. The whole header or bonnet bolts to the tubesheet and comes off. Bonnet headers are sometimes used where the corrosion potential of the process fluid is very high and the tubesheet material is some kind of expensive exotic alloy, such as titanium.

Headers are usually constructed of carbon steel or stainless steel, but sometimes more exotic alloys are used for corrosion resistance. The selection of materials is usually made by the customer.

Why are some coolers forced draft and some induced draft? Which is better?
It depends. The majority of air-cooled exchangers is of forced draft construction. Forced draft units are easier to manufacture and to maintain. The tube bundle is mounted on top of the plenum, so it can be easily removed and replaced. The fan shaft is short, since it does not have to extent from the drive unit through the tube bundle and plenum to the fan, as in an induced draft design. Forced draft units require slightly less horsepower since the fan are moving a lower volume of air at the inlet than they would at the outlet. If the process fluid is very hot, the cooling air is hot at the outlet. This could cause problems with some fans or fan pitch actuators if the fan is exposed to very hot exhaust air. Since forced draft coolers do not have the fans exposed to hot exhaust air, they are a better choice in such cases. (API 661 par. 4.2.3.15&16 offer some guidelines for this.)

However, induced draft units have some advantages, too. A common problem with forced draft coolers is accidental warm air recirculation. This happens when the hot exhaust air is pulled back in to the fans. Since a forced draft cooler has a low air velocity at the exhaust from the bundle and a high velocity through the fan, a low pressure area is created around the fan, causing the hot air to be pulled over the side or end of the bay. For this same reason, there should never be a small space between the bays of a bank of forced-draft cooler. Induced draft cooler have a high exhaust air velocity through the top-mounted fan, and a lower velocity into the face of the tube bundle below. This tends to minimize the probability of accidental air recirculation. Also an induced draft plenum does not have to support the tube bundle so some weight can often be saved in this area.

Painted or Galvanized?

This is usually a matter of customer preference. However, the costs are roughly the same if a multiple coat paint system is specified. Often the painted units are more expensive. There seems to be a trend toward more galvanized structures because they require virtually no maintenance. Painted structures require touch-up after installation and they often rust anyway.
We recommend galvanized units wherever possible.

Plenums, dispersion angle, and fan coverage:

The API specification includes a number of paragraphs about fan coverage and dispersion angle. This is for a very good reason. The actual air coming from a fan does not distribute itself evenly at first. The most air flow is seen around the fan tip area. If you measure the air flow across the face of a tube bundle, it is often very different around the fan blade tip as opposed to the center of the fan or the corner of the bundle. However, as the plenum becomes deeper, this localized effect is diminished as the air becomes more evenly distributed. All of the heat transfer programs assume that the air is distributed perfectly evenly.

The fan coverage is the ratio of the fan area to the bundle face area. The higher this ratio, the better the fan coverage. The API minimum is 40% with a 45 degree maximum dispersion angle from the fan ring to the middle of the tube bundle at the middle of the sides or the middle of the ends of each fan chamber. More fan coverage or a lower dispersion angle can improve the air distribution. (See Figure 6 on Page 14 of API 661for a sketch of this.)

A few manufacturers actually improve on this idea one step more, by using rounded and eased fan rings. Rounded and eased rings offer two advantages compared to the conventional fan rings. First, they enhance the distribution of the air. Secondly, they reduce the air pressure drop through the fan ring, slightly reducing the fan brake horsepower. When designing their coolers, some cooler manufacturers base their fan designs on the use of rounded and eased rings, even though they don't build them this way.

What kinds of controls are used?

As one might expect the best kind of control scheme depends on the application. Does the process require a very tight control on the process outlet temperature, or is it better to allow the process temperature to go down with the ambient air temperature. Is there a possibility of freezing the process? Is there a pour-point problem? Is the cost of operating the fan motors a significant factor?

The following is a list of some of the commonly used control devices for air coolers, but in no particular order.

1. Manually operated louvers.
2. Electrically or pneumatically operated louvers.
3. Pneumatically actuated automatic variable-pitch fans.
4. Variable-frequency fan drives.
5. Warm-air recirculation systems for freezing/pour point control in cold climates.
6. Steam coils.

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Recuperating Wasted Energy via a Waste Heat Exchanger

Industrial facilities and process manufacturers in pharmaceutical, bio-diesel, pulp and food process industries have been using waste exchangers for decades to transfer from heating to cooling needs and back again. Recently, engineers have been working the designs for heat exchangers by replacing typical coolants with gases or liquids which need to be heated anyway, allowing facilities to recycle their own energy via their own waste exchanger system. Automotive radiators, heater cores and evaporators all work in this way, with tubes of liquid coolant absorbing excess energy from the engine, which is then blown by fans into the car interior as heating. This is a simple example of the use of a waste exchanger system that we see everyday.

Waste heat found in the exhaust gas of various processes or even from the exhaust stream of a conditioning unit can be used with a waste exchanger to preheat the incoming gas. This is one of the basic methods for recovery of heat. Many steel making plants use this process as an economic method to increase the production of the plant with lower fuel demand. In this way, waste exchanger systems are already helping to provide green energy.

Industrial process facilities recover otherwise wasted heat energy using heat exchangers, but on a much larger scale. Typical shell and tube heat exchangers use a "bundle" of tubes encased in a shell, in which heat energy is transferred from hot liquids or gases flowing through in through the tubes to liquid or coolant which flows over and around the tubes within the shell, capturing heat energy and flowing back out. Plate and flat plate heat exchangers work similarly with hot and cold liquid chambers separated by metal plates. Refrigerators use flat plate heat exchangers to create cool air. In industrial manufacturing, these same heat exchangers can be used not only to cool liquids and air which have been heated by processing, but to input a portion of that heat energy back into manufacturing processes.

This hot gas must be released somehow. If it is directed into a heat exchanger instead of into the atmosphere, a large portion of energy may be recovered. A heat exchanger system would capture the hot gas through a duct and carry it to an air-to-liquid shell and tube heat exchanger. The extra water vapor would condense and collect for reuse within the waste heat, transferring heat energy to the liquid inside the pipes. The pipes in turn flow to the coils below the vat, using the energy that was released from the vat to aid in the heating required at the beginning of the process.

Recuperating wasted energy via a waste exchanger can result in significant savings for facilities across the manufacturing spectrum. Energy can be transferred from air to air, air to liquid or liquid to liquid in any manufacturing processes which uses or requires heat. Capturing process heat to warm facilities during cold weather can save enormously on facility heating costs, causing a well-build, efficient waste heat exchanger system to pay for itself, sometimes within a few months.

How one Australian entrepreneur is about to disrupt a $20 billion industry you've never heard of

Michael Fuller’s 3D printing business,Conflux Technology, is the first of a new wave of companies that are set to transform our world

I first met Michael Fuller (or Chelli, as his friends call him) at a mutual friends’ wedding about two years ago. He’d just returned from Europe where he’d been working as a consultant to some Formula One teams. I thought that was pretty impressive, because I was a big Formula One fan as a kid. On Sunday afternoons my father would pull out some cushions from the sofa and make me my own ‘car,’ and we’d both sit there cheering for Nigel Mansell and the Williams team. No doubt a relief for my mother who would get both of the men in her life out of her hair for at least one afternoon in the week.

Turns out I was right to be impressed, as Chelli is one of the most gifted engineers of his generation, someone who was competing with some of the top motorsports teams in the planet in his 20s. So when I got wind of his latest project I asked him if I could interview him for the blog. He’s using 3D printing to create a new type of heat exchanger, one that performs to the same standards as world’s best practice but is something like half the weight. What I didn’t realise was just how transformative this is; heat exchangers are used in everything from motorsports to the aerospace industry. Halving the weight of one your key components when you’re sending something into space is a big deal. And the heat exchanger industry is expected to be worth around $20 billion by 2020.

What’s really exciting though is Chelli’s vision for the future of his company,Conflux Technology. With the technologies they’re using, instead of ordering out complex assemblies of components manufactured on the other side of the world by specialists, critical components and the expertise required to deliver them will be available on or near site. That’s a completely new type of enterprise: a new, high functioning, cooperative, cluster based cottage industry with fast reaction manufacturing capabilities and a hundred fold improvement over current techniques. Global supply chains will decentralise and democratise, and the potential disruption to traditional manufacturing industries is almost unimaginable. I sat down with Chelli last week to find out more.

When you were young did you know what you wanted to do as a grown up?

As a kid my father used to take me and my younger brother to the go-kart track. It didn’t take me long to realise I wasn’t going to be the next Ayrton Senna. But I still loved it, so I used to tell people I was going to be a racing car maker. After about two years of this my father sat me down and told me it was time for me to put up, or shut up. He helped me draft and send a letter to every Formula One boss saying, “hi my name is Michael Fuller, I live in Australia and I am 12 years old. What do I have to do if I want to work in Formula One?” And to my amazement, I got some replies. They told me I had two options. I could either be a mechanic, which meant starting as an apprentice and working my way up. Or I could be an engineer, which meant getting a mechanical engineering or aeronautical engineering degree, working for some local motorsport teams and then coming to Europe.

At the age of 13 I started volunteering at a local motor racing team. I did some cleaning, sweeping, looked after the tyres, and very quickly decided I didn’t want to be a mechanic. That left me with the simple option of becoming a senior engineer for a Formula One team. Which also meant I knew exactly what university degree I needed. And of course that made choices in high school easy for me. I didn’t necessarily have the greatest affinity for maths or chemistry, but I knew I needed them to get into engineering. In hindsight it was perfect. Because while everyone else was flapping around, I knew exactly what I was doing and why. That clarity gave me an incredible sense of purpose. It made the pain of studying differential calculus bearable. The concepts may have been obscure… but the goal was always to make racing cars.

So how did you go from a high school motorsports fan to a Formula One engineer?

I followed the recipe given to me. You know how they say luck is a combination of preparation and opportunity? That’s what happened. I studied mechanical engineering at university. After graduating I worked for one season in the V8 racing championship here in Australia which was a… character building experience. After the last race of the year I flew to Europe to seek my fortune. I thought it would take me at least two months to get a job. But I got lucky. It was the year 2000, a particularly strong time for motorsport in Europe. By the end of the first week I was juggling three job offers. What followed was a small ego-boosting bidding war between two companies, and I eventually chose Reynard, at the time the largest manufacturer of racing cars in the world.

After Reynard I bounced around the European motorsport industry working on World Rally Cars and Le Mans prototypes, and eventually, at the tail end of 2005, into a Formula One startup called Super Aguri. The story behind that was that I got a phone call from a friend saying, “Honda has a sack of cash, and Takuma Sato, Japan’s only current F1 racing driver is fresh out of a job. We’re starting a new team called Super Aguri and we’ve got three months to get two cars onto the grid. It’s a mission impossible.” So of course I accepted, coming on board to look after the suspension, steering and brakes group. That turned into two years of monster hours — a crazy amount of work, comparable to anything you’d find in the investment banking or startup world. But it was also hugely rewarding because we managed to punch well above our weight. Then the team shut down and I moved on to join BMW’s Formula One team in Switzerland, where I spent the next couple of years designing suspension and braking systems.

What was Formula One like as an industry?

It’s the bleeding edge for the motorsport industry, and an innovation hotbed. The reason is that there’s a clear focus. The goal is simple. Win races. Having that focus means that people in charge of the organisation can maintain it. Clear purpose trumps all. So any efficiencies you need to make — whether it’s detailed design or the generation of concepts, manufacturing — everything is there to make the fastest racing car that beats the opposition. In turn that generates more political clout and television time which means more money and sponsors, which means you can build faster racing cars. It’s a virtuous cycle, with winner takes all.

It also means things move quick. Take the way Formula One used to make brake ducts. An aerodynamicist would come up with a concept and shape, which were then given to designers who would sculpt in CAD then a model maker would craft a model to put into a wind tunnel. The engineers would review the results, and it would go back to the model designers who might create five iterations on either side for testing. That meant the model maker now had ten versions to create and these were all inspected to make sure they were accurate before testing in the wind tunnel again. At a certain point, perhaps 4 weeks before the race you had to freeze the development and say, “OK let’s go with that design.” That’s because a carbon fibre composite brake duct can have more than 60 parts in a tooling assembly; there’s huge complexity involved in the manufacture of full scale car parts. Now imagine that entire process applied throughout a Formula One car.

3D printing of course, changed everything. Because now you could take a design straight from the computer to a prototype part and constantly make small improvements and changes. Most teams were early adopters and made the switch to 3D printing wind tunnel model components really quickly. The real innovation though, came when teams like Red Bull started using 3D printers to make full scale parts directly. When it came to first order aero performance, it meant we could continue the development for longer as the manufacturing lead time was so much less. We no longer had to make a call 4 weeks before a race since it now took 48 hours to get the part printed. Even though the advantages of that were obvious to us, especially the younger generation of engineers, it still took a while for things to change. Probably four to five months for everyone to come on board. Incredibly fast for any other engineering discipline but glacial by Formula One standards.

What did you take away from Formula One?

Back when I was deep in it I probably would have given you a specific answer. In retrospect I’d say the big lesson was that there’s more to life than racing cars. What really matters to me today are things like family and travel. The turning point came in 2008 when my father was diagnosed with brain cancer. I remember getting a call when I was in the BMW office in Switzerland. He’d been diagnosed with a large sized tumour in his brain, and told me that he was being operated on in two days and didn’t know if he was going to survive. I put down the phone, went straight to my manager and said “I’m leaving now to the airport.” In that moment everything changed, my priorities shifted.

My Dad died fourteen months later. And then my younger brother died in a motorbike accident four months after that. If I needed confirmation that there was more to life than motor racing well, that was it. I changed from working as full time employee engineer to being a consultant for teams like Mercedes and Sauber, spending between 2–8 months at a time in Europe and the rest of the time in Australia. But with each trip I grew more weary being away from family, and started thinking about how I could make it work here. I should also say it was really refreshing not having a path. It was a pretty novel experience not knowing what I was going to do for the first time since I was a child. Looking back on the first four of years of grieving, I was creatively numb and never 100% passionate about anything. I’d spent years being flush with ideas and the means to realise them and now I couldn’t come up with any for myself.

I sort of think about it as a rapid closed loop creative cycle. You see motor sport is addictive for someone like me because you can have an idea, find out if it’s any good then watch it deployed in a short space of time. In the general automotive or aerospace industries that doesn’t happen because it takes years for your ideas to become a reality. Often you’ve already left the company by the time it gets rolled out. In Formula One though I could have an idea in the shower in the morning, draw the concept in steamed glass and have its feasibility outlined in some form by midday at work. I’d do some calculations, put it into CAD and then have a rough calculated feeling if the idea was any good. If it was compelling I might have a prototype made overnight and if there was a clear advantage it may have been there in the next race — sometimes a ten day cycle from idea generation to product deployment. It was totally addictive, and indulgent.

When did you come up with the idea for your own company?

In my career I’ve done quite a number of engine installations, where you’re responsible for connecting all the systems. In tech speak I guess you could say it’s the physical version of systems integration. Some of the pain that I felt was in the performance of heat exchangers. That’s because there’s so many ways you can lose efficiency — in their size, their weight, thermal efficiency and through power losses due to restrictions to flows. I’ve always been really interested in exploring the potential of metal additive manufacturing, or 3D printing, where you have metal powder laid down and fused layer by layer. It was something I’d experimented with in Formula One many years ago but back then the sizes and densities they could achieve weren’t quite ready. The technology wasn’t mature enough.

About twelve months ago though I decided it was time. So I developed an idea for the design of a heat exchanger utilising the geometric freedoms that are only achievable by way of additive manufacturing. One morning in the shower (that’s always where I have my best ideas) a concept popped into my head and I realised I could make it work. I threw some shapes together in CAD. At this time I was consulting to the university sector in Melbourne in advanced manufacturing and heard about a Monash University spin-off company called Amaero which could provide a commercial prototyping service. So for the past six months I’ve used funding from a Victorian government grant with a co-contribution from my own funds to go through iterations of printing and functionally testing prototypes.

What’s so special about your design?

Heat exchangers are profound in their simplicity. They operate in the application of the first law of thermodynamics. Sometimes you need to add heat to a system, and sometimes you need to take it away. How you deal with that heat matters. It could be a closed loop, where a fluid takes heat away from a machine doing work then transfers it to the atmosphere. For example, a car radiator is a liquid-air heat exchanger. Water gets pumped around the engine removing some of the heat and then transfers it to the air. Our skin is another example. We take food in, convert that energy from chemical potential to kinetic, which we use to do work (like breathing or moving) but we also create heat which transfers to the atmosphere via the skin. Any time you can improve the efficiency of how you manage that heat you have more energy available to go longer or faster or work harder.

But in industry there’s been no significant innovations in this area in the last 20 years. We’ve reached the limits of historical techniques that involved subtractive manufacturing, things like etching, bending and pressing plates, brazing and welding. It’s time for the next generation of heat exchange devices. I’ve taken elements from historical designs and brought them together with new geometries. That’s resulted in a compact heat exchanger with high area density, low pressure drop and high thermal exchange performance. We’ve just finished the proof of concept testing phase and we’re already exceeding the performance of the world’s best practice, with a 50% weight reduction. That’s pretty incredible.

What kind of applications does this technology have?

Heat exchangers fly under the radar but are ubiquitous. And heat exchanger industries around the world are colossal, predicted to be worth $20 billion by 2020. Most people don’t know this because it’s the kind of technology that’s in the background, something we just take for granted. Any efficiency you gain in an industry that big is a good thing for all of us. What’s particularly exciting is that with this design you can also scale by adding many exchangers together to make modular arrays with multiple operating fluids. We are in the gold rush stage of additive manufacturing technology development. 3D printing machines are getting faster, larger and more versatile as we speak. Creating a product that’s going to disrupt the heat exchanger industry isn’t the main goal though. Instead, it’s the first step that I’m using to test the hypothesis of decentralised manufacturing; the idea of making parts at the point of use.

People have been talking about this for years, but we’ve only just gotten to the point on the technology maturity curve where it’s possible. The question now is whether 3D printing can be used to make parts and components that will disrupt incumbent industries at commercially viable costs and delivery schedules. The first step for us is the serial production of this additive manufactured heat exchanger and then variants; products that fit the right criteria of price point, units per annum, geometric size and complexity. At this stage, we’re looking at print runs of 1500–2000 units per machine per annum. With our expertise we have the capacities to create other additive manufactured products optimised for fluid flow. In the longer run this is applicable not only to industries like aerospace, but also marine, biomedical, data centres and energy.

Once this model gets applied to other manufacturing industries it becomes transformative. Let me give you an example of what I’m talking about. Imagine an engineering firm that’s drilling a tunnel through a huge mountain. They have a certain number of components that get consumed in the process. That means the parts need to be ordered months ahead of when they’re predicted to wear out, creating these incredibly complicated global supply chains. With this technology instead of ordering out complex assemblies of components manufactured on the other side of the world by specialists, critical components and the expertise required to deliver them will be available on or near site. We’ll be putting 3D printing metal additive machines close to point of use; with the engineering designs that we’ve worked with the engineering firms to develop, and then manufacture them right there. That’s higher productivity, lower lead times, less supply chain risk and less environmental and financial costs.

What’s been hard about this process?

There have been some significant, but relished challenges. To begin with I had to immerse myself in startup culture. That’s because to commercialise this idea I can’t just go to a commercial supplier. Nobody in industry is ready to do what I want to do now, which is the serial production of 3D printed metal parts. And while Amaero, the company I used to manufacture my prototypes, have been great at this stage they’re not established to be a serial production facility. It’s also been frustrating to see how long things take when you don’t have the resources you have in Formula One. I’m just not accustomed to something taking this long. However I have to say in my experience the Australian innovation ecosystem has been fantastic. The support, advice and enthusiasm I’ve received has been amazing. The technology grant from the Victorian government was crucial, and a number of experienced people have been very generous with their time.

Where it’s going to get interesting is the next step which is the financing of the pilot production plant. We’re looking at spending around $11 million for that. It’s not the amount that’s daunting (I’m accustomed to working with those sort of budgets) but rather the prospect of raising it in Australia. And I want to do this in Australia because it’s the perfect place for it. We’ve got great engineers and an abundance of talent which can compete globally. Remember, in nominal terms a 3D printer costs the same in China as it does here. Once you take out the high labour quotient as a cost factor the only remaining barriers are the government’s regulatory framework and raw material supply. It means we can compete with China and other countries on a level playing field.

What does the future hold for the manufacturing industry?

I think in ten years we would have just started to prove out the bigger decentralised manufacturing vision, the point of use vision. This is going to create a totally different type of enterprise. It means that suppliers don’t only supply hardware from a silo any more; they supply designs and IP manufactured under licenses by local facilities. Within a decade we’re going to see this scale. And scalability is everything here, as it means higher productivity. You’re talking about a hundred fold improvement over traditional manufacturing techniques. As we see that start to take hold we’ll see these machines spread across the globe, backed by an ecosystem of service supply companies. A new, high functioning, cooperative, cluster based cottage industry will arise with fast reaction manufacturing capabilities that have a greater capacity to value-add. The global supply chains will decentralise and democratise.

All the time we’ll be climbing up the technological development curve, with enterprise undergoing a paradigm shift. There is of course a Luddite oriented fear around this stuff, people are quite rightly asking “what are we going to do?” I think though that as we continue to get machines to do more of what we’ve always thought of as human oriented tasks, we end up needing more humans to invent more machines. There is going to be pain felt but there has always been pain in the past. There’s going to be continued displacement for some and that change process is not comfortable. But as some old industries die others get taken up. As this all plays out, the mantra of ‘educate educate educate’ still rings true. We need to push the bounds of the world’s best practice education system and make sure it’s freely available to more people in order for society to thrive whilst facing the challenges of the coming generations. Ultimately, this technology means we can do more with less. And that really matters for everyone on the planet.

Heat Exchanger Health Monitoring for Improved Reliability, Performance, and Energy Efficiency

CHALLENGE There are hundreds of tube and shell heat exchangers in a refinery operating on a continuous basis that are key to operational efficiency. Loss of exchanger efficiency will necessitate an increase in fuel to the crude heater. Eventually the crude heater will reach its maximum capacity to provide heat to the process limiting refinery production. Even though most process heat exchangers are installed with a margin of design heat exchange capacity, gradual fouling of the exchanger surfaces reduce the effectiveness of heat transfer, requiring more fuel to be burned in the process heaters and more heat rejected to the environment. In some cases, such as crude oil exchanger trains, severe fouling can result in increased exchanger pressure drop reducing the capacity of the unit by reaching hydraulic limits of the crude pump.

SOLUTION Adding wireless instrumentation to regularly monitor the effectiveness of process heat exchangers is economical and easy to implement. Many process heat exchangers were installed with only thermowells rather than temperature measuring elements. Now the refinery has the opportunity to add wireless temperature measurements easily and cost effectively to monitor long term heat exchanger performance at a glance. By monitoring and trending the inlet and outlet temperatures and the hot and cold side process flows, operators have a better view to heat exchanger performance. Emerson’s Smart Wireless solutions can also monitor process pressure and track hydraulic limits.

RESULTS Smart Wireless solutions easily and cost-effectively give operators visibility to long term heat exchanger performance. Greater insight enables operators to attain maximum energy efficiency for lower fuel usage and energy costs. Operating within heat transfer and hydraulic capacity limits ensures greater unit utilization and product quality

HEAT EXCHANGER SMART WIRELESS STARTER KIT Monitoring heat exchanger health has never been easier. Emerson has developed a complete wireless solution ideally suited to monitor heat exchanger health that you can order today. The Heat Exchanger Smart Wireless Starter Kit includes the following components:

Field Instruments You can start with the wireless multi-point temperature transmitter to capture missing temperature measurements. You can grow your field network by adding any combination of wireless pressure, differential pressure, motor and pump vibration, or auxiliary seal oil system discrete level and pressure switches that satisfy the needs for additional measurements to improve energy efficiency, process unit utilization and reliability.

Gateway A secure, robust Smart Wireless Gateway.

Configuration and Asset Health AMS® Device Manager predictive maintenance software delivers powerful diagnostics from your wireless devices. Easily manage your wired and wireless networks from a single application.

Services Smart Start™ Services help you with your first startup, including full network health assessment to ensure robust communications plus verification of device functionality through your chosen output (Modbus, OPC, Ethernet, etc.), with the alerts properly configured. Emerson’s technician will not leave the site until the wireless network is successfully communicating with your control system – connectivity of your network guaranteed!

Expansion is Easy and Cost Effective Start with your critical heat exchanger services and add other process unit measurements to provide reliability enhancing views to the health of rotating equipment such as pumps and air cooled condenser fans and motor vibration at your own schedule with additional field devices using the same gateway and asset health software.

HVAC Mechanic @ Human Potential Consultants, LLC

About the Job

Minimum Requirements: Requires a high school diploma or its equivalent and at least 4 years of experience in the field. Familiar with a variety of the field's concepts, practices, and procedures. Relies on experience and judgment to plan and accomplish goals. Performs a variety of complicated tasks. May report directly to a supervisor or manager. A wide degree of creativity and latitude is expected.

Experience Requirements: The work requires knowledge of complex heating systems; steam production and distribution systems; and the systems that supply steam to propel turbines and generators that provide power. Must be able to trace and locate equipment failure and perform complex repairs on large expensive components and equipment. Must have a thorough knowledge of refrigeration and air conditioning practices including understanding pneumatic, electronic, and electrical control circuits. Must have full working knowledge of various types of ventilating systems including steam, electrical gas and oil-fired types. Read blueprints, specifications or sketches. Solves problems using arithmetic or practical mathematics. Uses test instruments related to the trade. Must be familiar with refrigerant liquids, their characteristic, proper operating pressures and temperatures at either saturated for super-heated conditions and safe handling. Must know brazing and soldering techniques. Must be able to operate assigned motor vehicle on the job (pick-up truck). Must have knowledge of environmental laws and regulations and must be certified on Freon recovery equipment. The work requires refrigeration cycle knowledge in order to diagnose a variety of large complex commercial and industrial air-conditioning systems and to make extensive repairs quickly so that inoperative time can be kept to a minimum. Must be able to repair or build major units (e.g. pumps, impellers, compressors, chillers, evaporators, etc.) and place them back in the system and fine tune the components to achieve the proper balance. Must have the ability to interpret and apply building plans, blueprints, diagrams and engineering drawings and uses formulas. Must have skills in the use of hand tools and a wide variety of trade equipment.

Major Duties:The HVACCS works from ladders, scaffolding and platforms, and where parts of the systems worked on are hard to reach places. The works requires considerable standing, climbing, stooping, bending, stretching and working in cramped, awkward positions. Frequently lists, carries, and set up items weighting up to 50 pounds. Occasionally may lifts items weighting over 50 pounds with assistance or use of materials handling equipment. The HVACCS shall receive assignments in the form of work orders oral instructions, or follows established maintenance schedules, which identify the equipment to be repaired and the nature of work to be accomplished to install, operate, inspect, maintain and, repairs, heating, ventilating, air-conditioning, and refrigeration systems station wide. Systems include a central steam distribution system, diesel, natural gas, propane, and kerosene fired space heating systems, general and special purpose air conditioning systems, ice machines, refrigerators, and freezers, (household type and commercial walk-in), display cases, water coolers, ice cream cabinets, beverage dispensers, beer coolers, salad bars. HVACCS perform full range of work involved in the repair, overhaul, maintenance and servicing of industrial and domestic reach-in and walk-in refrigerators; air-conditioning units and systems; ventilating systems, freezers; water coolers; dehumidifiers and related equipment; and cold storage and cold room equipment. Diagnose and locate malfunctions. Check heating, ventilating refrigeration, and air conditioning systems ensure that systems are operating properly. Read and calibrate gauges, thermostats and thermometers. Check expansion coils for excessive ice formation, listens for unusual noises. Check oil refrigerant level in systems and checks piping and fittings for refrigerant leaks. Check air filters for cleanliness, operation of fans, dampers, louvers, and control of air movement. Test and treat water in closed heating and cooling systems and water-cooled condensers to control deposit of soil and algae. Install maintain, replace and/or adjust as necessary compressors, pumps, blowers, fans, copper tubing, heat exchange equipment, various types of valves, filters, and dryers, pressures control devices, temperature, humidity, and air control devices of both electrical and pneumatic types. Repair troubleshoots, and install large complicated heating units and systems including oil and gas fired low and higher-pressure boilers, steam production and distribution plans and turbine and generator power plants. These heating and power units include a variety of complex auxiliary components, automatic controls, circulating systems, super-heaters, preheaters economizers, etc. installs new heating plants, boilers, furnaces, piping, pumps and controls, and connects new equipment to existing facilities. Install, maintain and repair steam traps, pressure reducing valves, temperature controlling valves, heat exchangers, steam heating systems. Secure and connect to piping systems, steam fuel, and fixtures such as radiation, oil or natural gas fired heating units and heaters, risers, flexible branches, expansion joints, pressure regulators, pumps and control valves. Joins, seals, and tests systems and equipment for proper pressure and leak free joints. Calibrates and repairs pneumatic control systems related to steam or hot water heating systems. Cleans and repairs heating exchangers and heating coils.

Operations – The HVACCS shall work alone or with other workers to perform simple or complex tasks while following appropriate and safe procedures. Responsible for reporting to supervisor all discrepancies or unsatisfactory performance of equipment as well as unsafe conditions. Must be familiar and comply with all safety regulations. Must wear appropriate safety equipment. Visual and sensory perception along with hand-eye coordination is required to operate equipment, detect deficiencies and make repairs; diagnose problems; and make installment of devices, equipment, parts, etc. The HVACCS shall have a good familiarity of NAVFAC SW Safety and Health Requirement manual, instructions, agency equipment regulations and directives. Guidelines will include a variety of Federal, Department of Defense, and Department of Navy, Commander Naval Facilities Engineering Command Southwest publications, manuals, directives, standards, policies and procedures. Published guidance will be provided by the Government as needed.

PREVENTIVE MAINTENANCE MECHANIC

PREVENTIVE MAINTENANCE MECHANIC – (061515/64000/33) – This is a full-time position working in our Facilities Management Department. Responsibilities include but not limited to performing routine preventive maintenance per manufacturer’s specifications to equipment as scheduled; inspecting, installing, repairing and replacing pipes, fittings and HVAC equipment to maintain the heating and cooling systems of the buildings mechanical plants as necessary; maintaining boilers, chillers, pumps, exp tanks, air separators, air handlers, air compressors, heat exchangers, relief valves, heat pumps, fan coil units, VAV units; inspecting all connection and other parts of above systems for leaks or defects; changing filters and belts, lubricating, checking pressure and temperature, adjusting and replacing broken parts; cleaning out condensate pans and drains on air handler, heat pumps, a/c split systems; evacuating and charging a/c split systems; maintaining a daily and preventive maintenance log of the mechanical space of each building; performing on–call duties as per the Facilities Management on-call policy.

Position requires High School Diploma or GED equivalent with 3 - 5 years of field service experience relating to the HVAC industry general maintenance experience.  Trade or vocational school preferred.  Additional requirements include working knowledge of how to operate Hot Water, Low and Medium Pressure Steam Boilers safely; working knowledge of Air and Water Cooled chillers, packaged HVAC units, and ductless split systems; working knowledge of a voltmeter; HVAC apprenticeship or equivalent on the job training; EPA Refrigerant Certification; must be of sound physical condition; able to lift 50 lbs. to chest height; ability to move or lift equipment, materials, and tools, and snow removal; ability to climb extension ladders, balance, work overhead, stoop, kneel, crouch, or move within confined areas including equipment, crawl and attic spaces; willingness and ability to work in all buildings or out of doors in all seasons ; near visual acuity for reading safety instructions, manual specifications, etc.; valid driver’s license, MVR, physical, and lifting test required.  Must successfully pass a Pennsylvania Child Abuse History Clearance, Pennsylvania State Police Criminal Record Check, and FBI Criminal Background Check as well as corresponding clearances from the successful candidate’s state of residence, if not Pennsylvania.

You must apply online to be considered.  To apply online for this position, click the following link to submit your application and resume:Preventive Maintenance Mechanic

Delaware Valley University is an equal opportunity employer fully committed to a diverse workforce.

Electrician JLL - Dupont, WA 98327

At the direction of Chief Engineer, assists with maintenance, monitoring, and performance of preventive maintenance on all equipment including, but not limited to, refrigeration, heat exchanger, HVAC, electrical, emergency backup systems and hot water systems; Monitors operation, adjusts, and maintains refrigeration, chilled water, and air conditioning equipment; boilers, and ventilating and hot water heaters; pumps, valves, piping and filters; other mechanical and electrical equipment; record readings and make adjustments where necessary to ensure proper operation of equipment. Requires the ability to analyze the operation of various systems, determine the cause of any problems/malfunctions and take corrective action as required. Assist with the installation and repair plumbing/piping/tubing; wire single and three phase motors (single & two speed); run conduit; pull wiring to machinery, motors, operating parts, etc.; Install and rebuild pumps and motors; install and rebuild air compressors; heat exchangers; replace bearings in all types of motors; replace seals on pumps; install and repair piping, valves, filters, hot water systems and associated controls; assist other mechanics and operators with major repairs and maintenance of building and equipment. Install, repair, and maintain electrical controls, switching and motor controls Monitor operation, repair, and maintain refrigeration, water cooling and air conditioning equipment; boilers, heating, ventilating and hot water equipment; pumps, valves, piping and filters; other mechanical and electrical equipment; recording readings as necessary to assure proper operation of equipment; responsible for reporting any problems/malfunctions Comply with departmental policy for the safe storage, usage, and disposal of hazardous materials. Maintains a clean and safe workplace. Performs additional duties as requested.

Required Knowledge, Skills and Abilities (KSA)

Working knowledge of computer applications including Word and Excel. Knowledge of building controls Knowledge of VFD’s Knowledge or training in building systems. Boiler systems, air cooled chillers, compressed air.

Minimum Required Education:

Electrical license ELO7 is required for building electrical maintenance High School diploma Two years of trades schooling in electrical system design, refrigeration and HVAC. Valid Drivers License (if Mobile)

Start a lasting career with JLL today! Total Rewards reflects JLL’s investment in employees’ needs and preferences in Career, Recognition, Well-being, Benefits and Pay. This role, Electrician fits in our Career Map in the Specialist Band at theS2 Level. We offer a competitive salary and benefits package. To be considered, please visit our Web site at www.us.am.joneslanglasalle.com/UnitedStates/EN-US/Pages/Careers.aspx to apply online. All resumes MUST BE submitted via our web site. Please reference Job 20579BR

Full/Part Time Full-Time Regular/Temporary Regular Org Marketing Statement About JLL

JLL (NYSE: JLL) is a professional services and investment management firm offering specialized real estate services to clients seeking increased value by owning, occupying and investing in real estate. A Fortune 500 company with annual fee revenue of $4.7 billion and gross revenue of $5.4 billion, JLL has more than 230 corporate offices, operates in 80 countries and has a global workforce of approximately 58,000. On behalf of its clients, the firm provides management and real estate outsourcing services for a property portfolio of 3.4 billion square feet, or 316 million square meters, and completed $118 billion in sales, acquisitions and finance transactions in 2014. Its investment management business, LaSalle Investment Management, has $55.3 billion of real estate assets under management. JLL is the brand name, and a registered trademark, of Jones Lang LaSalle Incorporated. For further information, visit www.jll.com. EEO Statement JLL is an Equal Opportunity Employer

JLL is an equal opportunity employer and committed to developing and maintaining a diverse workforce. JLL strongly believes in equal opportunity for all, without regard to race, color, religion, creed, age, sex, pregnancy, family responsibility (e.g. child care, elder care), national origin or ancestry, citizenship, marital status, sexual orientation, gender identity or expression, transgender status, veteran’s status, genetic information, or status as a qualified individual with a disability, protected leave status or any other protected characteristic in accordance with applicable law. The company also endeavors to make reasonable accommodations for known physical or mental limitations of otherwise qualified employees and applicants with disabilities unless the accommodations would impose an undue hardship on the operation of our business. Equal employment opportunity will be extended to all individuals in all aspects of the employment relationship, including recruitment, hiring, promotion, transfer, training, discipline, layoff, recall and termination.