What comes to mind when you are asked about a preventive maintenance facility? Do you think of a Lube room where you store and handle lubricants, a service area where you fuel or fill equipment with fluids, or a specific area where PM (preventative maintenance) tasks are preformed? Are they all one in the same or are they different. This depends on your perspective and the requirements in your facility.
Consider your own vehicle, when you decide that an engine oil change or an inspection is necessary, what type of facility would you choose, what do you think about, what are your concerns? Are you concerned with the what brand of oil will be used, how much it will cost, how long will it take or are you concerned with will the correct type of oil be used for my vehicle, the cleanliness of the oil, and quality of the procedures to perform the required tasks. Do you look at the cleanliness of the facility, the attitude or engagement of the workforce, the knowledge and skill level of the employees? They are all important and will have a direct impact on your vehicle safety, performance, usable life, and ultimately your satisfaction.
Our primary goal in any industry is maintaining safe reliable equipment, this is paramount to any organization. This involves getting the maximum uptime at the lowest cost of operation and extending the as designed usable life. The fundamental cornerstone of this proposition is effective lubrication in concert with preventative maintenance and predictive maintenance tasks that are preformed in a quality manner. Each facility has unique challenges to overcome and we all feel like we are doing the best we can for our specific situation but we are all challenged with the question, are we truly doing the best for our equipment and personal.
Performing required lubrication in a proper manner is challenging in even the best conditions. Consider all the obstacles we had to overcome, the result of the proper personal training and having an engaged workforce our employees rose to meet and overcome those challenges with very successful results.
I would like to give a brief overview of our operation and some of the challenges. We are an underground mining operation that utilize a room and pillar style of mining. The mine is 1800 feet deep and extends approximately 4 miles under Lake Erie. Our business is very dependent on Mother Nature since our primary product is deicing salt used for keeping the roadways and sidewalks ice free. We maintain a fleet of specialized mobile equipment that extracts the salt, which is loaded onto a conveyor belt system for transport to the milling operation which is also located underground. The milling operation crushes and screens the salt into a usable product where it is transported to the surface utilizing a Koepe style hoist. The surface areas maintain a shipping facilities that ship by truck, rail, and ship as well as a milling operation to make specialized products plus packaging facilities.
While we do have a large amount of rotating stationary equipment I would like to focus on the underground portion of the operation and more specifically the diesel powered mobile equipment. This is the equipment that is used for the extraction process to feed the conveyor system and transport personal throughout the mine. These are the high oil consumers that require 10 to 20 gallons of oil each 250 hour operational oil change.
Looking back approximately 10 years ago we preformed equipment servicing and PM’s where the equipment was parked. We brought all the material to the machines filters, oils, drain pans, plus any supplies that were needed. Oil was transported in generic cans that were filled at a bulk station but we wiped off the top of the can and equipment fill point to keep the dirt out when we poured new oil into the machine. Waste oil was collected and poured back into the same cans to be dumped in the bulk waste oil container that was sent back outside for recycling. We took oil samples sent them to an outside lab for analysis and felt good about ourselves.
Our maintenance personal knew they were suppose to take an oil sample because the paperwork said so but really did not know how. They did not understand the value since they did not receive any feedback on the samples that were taken and there were no actions generated as a result of the samples. I remember people bringing back oil samples in Pepsi bottles because they did not have a sample bottle with them and did not want to drive 30 minutes back to the storeroom to get one. Even though the sample was useless, they felt proud that they were able to improvise to get the sample without wasting time.
Once oils were drained what product should be used to refilled, this was an ongoing question. Many years prior, one equipment manufacture wanted SAE 30 engine oil in their gear cases. At the time the engine oil was 30 weight so this translated into everyone saying put engine oil in the gear cases. Over time engine requirements changed to require 15W-40 oil. However, people’s perception did not change the thought was all gear cases needed engine oil. The general consensus was if in doubt put engine oil in it, no matter what it was.
There are so many issues here where do you start. I felt the best starting point was to develop the knowledge base of the maintenance personal. Part of this development was to have each mechanic attend a three day lubrication course that was conducted on site. This provided the necessary training to develop the fundamental understanding that every component requiring lubrication needs the correct lubricant, applied in the correct manner, in the correct amount, at the correct time. When these four principles are adhered to equipment will last almost indefinitely. When conducting this type of training with season employees, it is not always easy to gain acceptance. I can best illustrate this with an example from our training. When we scheduled employees to attend this training there were two mechanics with 35 plus years experience scheduled to attend. They came to me asking why did they have to go to this training, they have been greasing things their whole life. “What are they going teach me about grease anyway?” I told them go to class sit there and listen, if nothing else lunch was being provided and you’ll get a good free lunch. They both went to the class with no feedback. About a week later I received a call from one of the individuals requesting a lubricant specification book because he felt that we were using an incorrect lubricant for an application. To me this was a major accomplishment having a highly seasoned veteran requesting clarification meant he not only understood the class he was applying what he had learned.
This was a first step, with a workforce that is engaged they will execute what they learn when they understand why. They started questioning our current practices and felt they could make improvements and wanted to build a PM Bay. Working with a maintenance supervisor they start deciding what should be included in this area. Some of the decisions were storage for most commonly used oils, dedicated pumps with filtration, waste oil containment, pneumatic grease guns, and a work space for paperwork. Wanting more than just servicing equipment, changing oils, they wanted to be able to perform PM inspections and kidney loop filtration of systems.
With a plan in mind they started assembling the necessary components. An area near the shop was designated as the preventive maintenance facility bay area and construction began. Some items were simply a purchase while others like the kidney loop filtration unit had to be designed to meet our needs. Some of the requirements of this unit were to be used in the new PM bay but also be portable so it could be easily moved to the shop or other mine areas and be able to fill equipment reservoirs with filter oil in the field when required. The unit must have a high oil turnover rate since many our hydraulic systems contain 100 to 150 gallons of oil. The reservoir of mobile equipment only holds a portion of the system oil. A large quantity of oil is stored in the lines and cylinders. These must be operated during the filtration process so the contaminants can be quickly captured before they return into the system. The filter cart was built on a wagon style frame with a 20 GPM pump, filters in series and parallel based on valve position selection, for use as situation dictated.
The PM bay construction was complete with all the wants for oil storage, pumping, and filtration. Safety items were added like an overhead fall protection restraint system when accessing the top of the equipment. The PM Bay was in use, servicing equipment, performing PM inspections, people were proud of their accomplishment and rightly so. While it may not be much to look at it was a major improvement from what we had been doing. Functionally it was performing to the intended design of supplying clean filtered oil to the equipment. More importantly the improvement came from the workforce wanting to be more proficient. This created a culture shift, performing PM’s where the equipment was located became a thing of the past, everything came back to the PM bay. People were now performing PM’s with a greater care that translated in better equipment availability.
Mining is an ever moving operation, as the mineral is extracted the distance from any permanent location increases. The preventive maintenance facility bay was one of those locations getting farther away. Moving equipment to the PM bay was taking longer leaving less actual PM time. A suggestion was made to move the PM bay closer to the working face which would mean more time with the equipment because of less travel time. This was a great idea but was a monumental task of disassembling the current PM bay and reassembling at a new location. Moving the tanks and oil storage was only a small part, we would also have to provide compressed air and electrical connections for the pumping systems. How would we continue to perform PM’s with the bay disassembled? If we dedicated the necessary man power to get it up quickly how would we manage the required day to day maintenance activities to keep the operation running?
The question was asked what if the PM bay was portable so it could continually advance with the faces. Now opportunity was presenting itself, it was up to us to take advantage of the situation. Thinking of all the right things that any oil storage and dispensing facility should have we went on a quest to find a supplier to build a ruggedized portable lubrication containment for an underground mine. This was easier said than done. Contacting many suppliers the answers were no we don’t build portable lubrication containment to a cost of half a million dollars to design and build a one off unit. Networking with our oil analysis lab we were put in contact with Reliable Process Solutions who were willing to take on the challenge.
When we outlined some of our requirements to make sure we were on the same page. We wanted to house 3 – 300 gallon tanks, 6 – 75 gallon tanks, 3 setups to pump from 55 gallon drums, waste oil pumping to storage tanks, all oil filtered while filling tanks, all oil filtered that is dispensed, desiccant breathers on all tanks, inside work area, all assembled in two 8’ x 20’ shipping containers or containments that could be positioned next to each other. We were told they could do it and sent us some drawings of another unit that they had built for a surface location. This was great news now we needed to get down to the details. Just as a side note everything that comes underground has to be lowered on our service elevator which when opened up can accommodate a maximum 10’ x 10’ x 20’ container, so physical size was of the upmost importance.
We first approached our site lubrication team with the idea of a portable Lubrication Containment and the preliminary drawing on what was constructed in the past. The question was posed what would you want to see in this portable lubrication containment. We also assembled the mechanics and maintenance apprentices that preformed the equipment PM’s posing the same question. Who better to ask what they need than the people doing the work. The response from both groups was absolutely amazing, this was the height of employee involvement. Some of the suggestions were:
Hose reels on all oil products
Hose Reels inside but nozzles outside the containment
Everything pneumatically operated, no electric pumps
Personal like one of the current pumps rated for 42 GPM (air operated plastic pump)
Waste oil pump – to be high volume and discharge into waste oil container
Waste oil – one container outside each containment with easy change out
Kidney loop filtration built in with quick disconnects
Filters to include bypass indicators.
All filters the same
All pumps the same
110v receptacles inside and on both sides outside
Internal lighting
Desktop area inside to complete paper work
Fold Down desk area on outside – DPM Testing (110v available)
Storage cabinet for additional filters, tools, DPM test equipment, etc. ( only needs to be in one containment)
High volume compressor – clean out radiators. (we have compressor) would mount on skid outside independent of containment.
Air hose reels both containments 100 foot air line
Additional tank and pump for each containment future expansion
Runners underneath containment to facilitate easier moving over rough terrain
Contacting Reliable Process Solutions with our wants asking can it be done. The reply I got was yes we can do it. However later they confessed that when they sat down to start laying it out they thought they were crazy for agreeing because it wasn’t all going to fit. With some very diligent work they incorporated all the wants into the layout drawings. The only minor change was three different pumps were used one to fill tanks, and two different pumps to dispense oil based on viscosity.
When the layout drawings were complete they were presented to the lubrication team, mechanics, and apprentices for their approval. They were very pleased everything was incorporated only making a few suggestions for improvements in layout that were carried out for final construction. This core group was truly engaged in the process, they made a difference, and their ideas were put into practice. They now had ownership not only in the lubrication containment but enthusiasm in how they preformed their work. Enthusiasm is contagious, others were making suggestions on how to improve the PM process and champion the ideas to reality. One was that a level concrete pad be poured to park the equipment on when doing the PM. This allows you to know when the oil is at the proper fill level eliminates all the guess work and provides safer footing around the equipment. Another was if we washed equipment close to the PM bay it would be more efficient by eliminating travel time and it would be could to do a better PM. This posed challenges since we did not want to make a mess of the PM area plus water dissolves salt. Every challenge does have a solution, a suggestion was made to dig a pit for all the water to run into. This would work but the salt would be eaten away over time and what do we do with the water. Then another person has the idea to concrete the wash bay area and pit with the water recycled. This recovered water is pumped into a containment tank for use in watering roadways for dust control and improving ventilation.
The combine ideas of many individuals culminated into making our preventive maintenance facility. I feel it is important to note that the entire 40’ X 160’ work area is made of concrete. This was one of the employee suggestions that enables a safer work environment and improves PM quality. This was a major undertaking by our employees and required a lot of very hard work, as anyone that has ever worked with concrete knows. Add the fact 4 miles under lake Erie, we can’t call the local cement plant to order concrete and have it delivered to the site. The concrete was lowered underground, transported to the site as a dry mix, mixed on site, poured, and finished by a crew of volunteers from our maintenance personal. This illustrates the belief in the project and commitment to making their ideas become a reality.
When mobile equipment is scheduled for a PM it is brought to this facility. The process follows that the equipment is first washed, moved 80 feet where lubrication servicing is preformed, PM inspections are preformed on clean equipment, predictive tasks are preformed like oil sampling using the correct procedures and sample ports, and exhaust emission testing is completed. All issues discovered from the inspections are noted with follow up work order written to repair or investigate the issue.
Let’s take a closer look at the lubrication containments used in this preventive maintenance facility. There are two containments one for general oil and one for equipment specific oils. All dispensing nozzles are labeled with the product name and color coded to our site one line lubrication charts. All oils, grease, and compressed air are on hose reels to facilitate housekeeping. There is a drop down work area on the outside for completing paperwork or holding test equipment. Looking inside, all tanks are identified by name and color coded labels. This minimizes the chance of filling a tank or dispensing the incorrect product where is does not belong. Each tank has its own desiccant filter attached. There is also a flat surface for completing paperwork.
New oil is filtered when it is transferred into the storage tanks with 10 micron beta 1000 filters. We are filtering new oil that is transferred from sealed 5 gallon cans. Taking reference samples from new oil, it is seldom at the cleanliness levels required for efficient equipment operation. The oil is again filtered with 10 micron beta 1000 filters upon dispensing to ensure the cleanest oil we can provide is dispensed into the equipment. You will notice that all filters are equipped with a go no go filter bypass indicator. This eliminates guess work of determining filter bypass by relying on specific numeric pressure values. When the needle is in the green the filter is operating. When filters are in the red stop and change the filter. This is a condition based strategy of filter replacement to maintain oil cleanliness while maximizing filter life to reduce cost. Each valve is labeled to what it controls to eliminate doubt.
Each unit is equipped with a waste oil pump that is plumbed to a 300 gallon waste oil tank that is behind the containment for easy replacement with a forklift. One unit is equipped with kidney loop filtration system using the 10 micron Beta 1000 filters set up in series with quick disconnects for quick and easy attachment to equipment. Both units are equipped with pneumatic grease guns and fire suppression systems that are sensor activated.
There is one important item missing but not forgotten, this is lubricant dispensing meters. These are important for correct fill indicators, track usage, and identify current high usage equipment. We have installed WiFi access in the area and can identify the equipment in the area with RFID technology. We are currently working with vendors to automatically identify the equipment in the PM bay, display the correct lubricants on a computer screen that will be mounted on the lube containment, wirelessly record the quantity of lubricant being dispensed, by who, and when. This information will be automatically recorded in a database for future reference to support maintenance and training decisions.
We are always looking to improve our current state whether through technology or improved practices. The development of our preventive maintenance facility did not happen as isolated event. There were many other initiatives that paved the way for this to become a reality. A lubrication consolidation effort was one of the major efforts.
We looked at our underground lubrication inventory which was 3 pages of different lubricants, in excess of 60 products. Seeing from the inventory that several products were very similar we initiated a consolidation effort. With the assistance of our lubricant provider, we evaluated each application for correct product specifications. We were able to consolidate the three pages into 10 oil products and 2 grease products for mobile equipment plus an additional 6 oil products and 1 grease product to cover all rotating stationary equipment. This was followed by a product application sheet for mobile and rotating stationary equipment. This is a color coded one page sheet listing all mobile or stationary equipment that identifies what product to use in what application. This significantly reduced inventory, reduced cross contamination, and provided a quick easy reference for application. Without this consolidation effort being in place it would have been next to impossible to build a lubrication containment with enough capacity to house all the different oils we once had.
Some may think that the tank capacities are a bit large for normal lubrication efforts but we have a high oil consumption based on the equipment we operate. This past year we used approximately 27,000 gallons of oil delivered in a combination of bulk, 300 gallon totes, 55 gallon drums, and 5 gallon pails. This is a 42% decrease in consumption from 6 years ago with a 25% increase in production for that same period. What can I attribute these results to, better equipment availability, better equipment uptime both true but why. I feel we need to look to what I feel is the corner stone of reliability which is lubrication. Equipment will only perform as well as the lubricant the components are riding on. Any corner stone must be laid on a solid footer. If Lubrication is the corner stone of reliability then education and engagement are the footers supporting that corner stone.
While maintenance personal general fill equipment and gear cases, operators top off equipment when they perform a preoperational inspection finding a low oil level. It is important for anyone adding oil to equipment understand the consequences of their actions. This brought about formal basic lubrication training for some of the equipment operators and store room personal. Upon completing the training one operator said I didn’t know oil was that important. I have been adding the wrong oil to my transmission. To me this showed he wanted to do the right thing, he just did not understand why. Which brings us back to engagement, a workforce that is engaged they will execute what they learn when they understand why.
You may wonder why train store room personal in lubrication practices. It’s ironic but they are the first line of defense in ensuring the correct oil is being put into a machine. Before the training, when someone requested oil, storeroom personal would fill their request. After the training the oil request was met with the question where are you going to be using that oil. If the oil requested did not meet the application the stores personal would tell them no, that’s the wrong oil, you need this product and send them on their way with the correct oil. This was a great start to control cross contamination and help educate people.
Earlier I mentioned that our oil analysis program was basically nonexistent, it too was revitalized to provide value. The lubrication training taught personal how to take proper samples and the value those samples could provide. We were now charged with making the oil analysis information meaningful. Each sample result is reviewed when the lab report is received by email. Follow up work orders are written to address any anomalies illustrated by the results. Each lab report results are printed and posted to provide feedback for all personal to review. The lab maintains a database of all current and historical analysis reports by machine number on a web site. Every maintenance employee has the web address, user name and password with access from any work or home computer.
Has this made a difference, I believe it has made a significant improvement. I want to relate a few recent examples that proved beneficial. We received an oil analysis report on a 17 yard wheeled loader, front differential showing high iron and copper content. A work order was written to inspect and determine the cause of these high values. The differential was opened up only to find that the gears were severely worn, bearings were on the verge of failure, and thrust plates were severely damaged. While it did cost several thousand dollars in parts the good news was we were able to do the repair on our terms and complete the rebuild in our underground shop. A front differential on a similar unit that ran to failure cost $90,000 for the equipment manufacture to rebuild the unit plus several weeks of down time. Another case in point we received an engine oil analysis report showing fuel dilution. A work order was written to investigate and correct the cause. During the investigation the mechanic found a fuel injection line that was under the valve cover leaking into the engine oil. With some of the newer diesel engines having the injectors and lines totally enclosed oil analysis is the most effective method to discover this type of problem before engine damage occurs. The line was repaired, oil and filter replaced, and the machine was released for service with a follow up engine oil sample schedule to ensure the repairs were effective.
While oil analysis can identify problems it is also important to take annual reference sample for analysis. These reference samples are taken from new as delivered oil from sealed containers. This serves as a base line when comparing sample data to known state. Additive package changes made by the oil supplier can be identified that may result in questions that need clarification. Knowing the cleanliness level of new oil provides information on the amount of filtration required to meet your equipment requirements. You can be alerted by additive depletion to change oil or adjust PM frequencies. One very important component is the ability to identify additives that are not supposed to be present.
We use the same model transmission on several pieces of equipment that are lubricated with industrial transmission oil while the hydraulic system uses fire resistant hydraulic oil that is a group IV synthetic hydraulic oil. The hydraulic pumps are mounted directly to the transmission case meaning when a pump seal leaks on the pressure side, that leakage enters directly into the transmission. When we conducted some investigations we found that our group IV synthetic had an adverse reaction with lead and copper. Transmission clutch plates are composed of lead and copper, this attack shortened transmission life considerably. When we compare the reference samples between the transmission and hydraulic system we found tin is present in the hydraulic oil but not the transmission oil. Normally seeing small amounts of Tin in the transmission sample we would assume we were getting a little bearing cage wear but no real issue. With the new knowledge provided with the reference sample, when we see Tin in the transmission sample we know we have a cross contamination issue that needs attention. We stock one spare transmission on site. This spare was continuously being rebuilt and at times would have equipment waiting for the spare to return to eliminate poor performance from a failing transmission. Now that we are using the oil analysis results compared to reference samples we change approximately one transmission per year due to normal wear not premature failure.
While oil analysis is an excellent predictive technology that can reveal a wealth of information always consider other technologies that are use on any piece of equipment to complement each other. We conduct exhaust emission testing referred to as DPM (Diesel Particulate Matter) tests to determine engine health. When we receive information from the DPM test that indicates a possible engine issue the first place we look to is the oil analysis results for that engine. We will look for values that may be within normal tolerance but have exhibited a change that can assist in directing us to the problem area. This could be soot loading, oxidation, nitration, wear metals, or additive changes. Every small piece of information adds a clue to pinpointing the issue and solving the puzzle.
Were there any changes in our diesel engine maintenance work and life expectancy? While diesel engine technology is constantly evolving the complexities of the engines are ever increasing. When I think back to our older engines it seemed like we were encountering fairly major maintenance issues on a regular basis. We even reengineered some of the engine mounting arrangements as independently mounted power plants to facilitate quick replacements. Remove 4 bolts, fuel line, a few wires, a few hydraulic lines, pop one off, pop a new one in, reconnect lines, and ready to go. One weeks work reduced to a little over one shift. We improved the change out time there by reducing the down time increasing the availability. This strategy had no effect on mitigating the cost of the engine or poor performance before the failure we just improved the necessary labor to complete the task. We were considering engine replacements when they reached the 10,000 hour mark. Currently we usually don’t consider engine replacements until equipment rebuild which is around 25,000 hours. What magically improved our engine life? This is directly attributed to a combination of attention to oil cleanliness, change intervals, and actions based on oil analysis.
We have looked at several examples of increased availability, reduced down time, and cost savings. One very important factor we need to consider is the timeframe. While these wins are very significant they will not appear overnight. You cannot measure them on this month’s metrics sheets or even in this quarter’s results. This has to be a vision where improvements are compared by years. Assume that in the morning everything was changed so you had the cleanest oil, correct oil, perfect change interval, best PM program, best sampling techniques, and best oil analysis your failures will not disappear overnight. Those failures are a direct function of current condition over time. The oil can not compensate for a worn gear, bearing, or pump but may decrease further damage. Early on oil analysis may show a multitude of issues where you lose faith in the process since you feel that everything can’t be bad. When components are rebuilt or changed, slowly but surely you will see a trend of improvement. It requires determination and discipline to stay on course especially when it seems easier to abandon the initiative because it appears too difficult to complete or the immediate results show no short term measureable improvements.
This can be best illustrated by looking at a hydraulic system. Assume we have a pump rated at 100 GPM at 3000PSI but producing 75 GPM at 3000 psi, a motor that is by passing 5 GPM, a control valve bypassing 1 GPM and a relief valve bypassing 1 GPM. The oil cleanliness of this system is 24/24/22 and the hydraulic system is 68 percent efficient. We drain the hydraulic system clean the tank filter new oil while filling and have oil at 16/13/12 cleanliness. Will the pump increase the volume pumped under pressure or the motor bypass less? No, all current conditions will remain the same, we are still at 68 percent efficient, we cannot improve the current as is state. We determine the current efficiency of 68 percent is unacceptable and decide to change the pump. The new pump is pumping to specifications this changed our hydraulic system efficiency form 68 to 93 percent. Why change and clean the oil, the new pump brought us back to the required efficiency. This is a difficult question to answer in the short term view, this new pump with dirty oil will last 6 months. Using a long term vision, the new pump using clean oil will continue efficient operation for 5 years saving us the cost and time of 9 pump changes.
We have invested a lot of time, money, manpower, and effort into improving our lubrication standards and developing what we feel is a world class preventive maintenance facility. The one question to ask is was it worth it. The end result is how effective are we to the overall productivity of the operation. We are affectively trying to measuring a negative impact by determining how many issues we prevented. Within the first month of operation the identification and documentation of potential problems have increased 30% by craftsmen completing the PM’s.
I have described a few of the many issues that have reduced cost, improved equipment availability, and improved productivity. These are all material things that have an obvious mathematical measure. Sometimes the monetary savings that translate to the bottom line are not obvious and need illustrated as a not needing to purchase concept because the savings are absorbed in other initiatives. Using one of our examples, I mentioned we reduced oil consumption by 42% I can’t see this in the current bottom line but I can show a dollar savings for the 11,340 gallons of oil that we did not have to purchase based on past usage.
What is not obvious is the direct effect our engaged workforce have on these results. They are a highly skilled and engaged workforce that knows how to work as a cohesive team to foster successful results. Having the most technologically advanced systems will not necessarily gain improvements without a workforce taking ownership and pride in their accomplishments. Our mining systems are very labor intensive with automation technology not a viable option in our operation, we must rely on people. People who know the operation, the consequences their action have to the operation, and that can use their minds to overcome challenges.
The old adage that grease is grease and oil is oil may have worked 50 years ago, but no longer apply. People have to develop a new healthy respect for complexities involved with proper lubrication practices. We are charged with the workforce development. The basics will be through education and training, the willingness to execute will be anchored in engagement.
We have taken a significant step in maintaining our mobile equipment fleet in the safest most reliable condition with the development, construction, and Implementation of our world class preventive maintenance facility. This was a tremendous team effort in our quest for reliability excellence.
This article was previously published in the Reliable Plant 2012 Conference Proceedings.
By Ted Melencheck, Cargill Deicing Technology
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