5 Reasons Why Your Business Needs motor motors？

All electric motors have their predetermined life span, typically ranging from 30,000 to 40,000 hours. However, this is dependant on proper maintenance - without which they are likely to break down much quicker. Understanding the top five causes of motor failure, as well as the steps that can be taken to reduce the risk of these failures occurring will give your motor the best chance of achieving its maximum possible service life.

1. Electrical Overload

Electrical overload or over-current is caused by an excessive current flow within the motor windings, exceeding the design current which the motor is able to carry efficiently and safely. This can be caused by a low supply voltage, resulting in the motor drawing in more current in an attempt to maintain its torque. It can also be a result of short circuited conductors, or an excessive voltage supply.

Possible solution: Electrical overload can be prevented by installing effective over-current protection which will detect overcurrent and interrupt supply.

2. Low Resistance

The most common cause of motor failure, and arguably the most difficult to overcome, is low resistance. Low resistance is caused by the degradation of the insulation of the windings due to conditions such as overheating, corrosion, or physical damage. This leads to insufficient isolation between the conductors or motor windings, which can cause leakages and short circuits, and eventually motor failure.

Possible solution: The insulation should be regularly inspected for signs of wear, and replaced before low resistance is able to cause failure.

3. Over-Heating

Around 55% of insulating failures in motors occur due to overheating. Overheating can be caused by poor power quality, or a high temperature operating environment. For every 10oc that the temperature of a motor rises, the insulation life reduced by 50%.

Possible solution: It is critical that the motor is kept as cool as possible, ensuring the operating environment is kept cool if possible will help prevent breakdowns.

4. Contamination

Contamination from dust, dirt and chemicals is one of the leading causes of motor failure. Foreign bodies which find their way inside the motor can dent bearing raceways and balls, leading to high levels of vibration and wear. It can also block the cooling fan, limiting the motor’s ability to regulate its temperature, and increasing the likelihood of overheating.

Possible solution: Preventing contamination is relatively easy. Keep work areas, tools and fixtures as clean as possible to help eliminate the chance of contamination entering the motor. Also, when laying out the workspace, try to position motors away from grinding machines which produce large amounts of contaminants.

5. Vibration

Vibration can lead to many issues with the motor, and can eventually cause the motor to fail prematurely. Vibration is often caused by the motor being positioned on an uneven or unstable surface. However, vibration can also be a result of an underlying issue with the motor, such as loose bearings, misalignment, or corrosion.

Possible Solution: Motors should be checked regularly for vibration, using a motor analysing tool such as the relatively inexpensive SKF CMDT Plug & Play machine condition indicator or the EXP4000 Dynamic Motor Analyser. In order to reduce vibration, ensure that the motor is positioned on a flat, stable surface. If vibration still occurs, check for signs of wear, as well as loose bearings or misalignment. Consider contacting a specialist if the source of vibration cannot be identified. 

All successful firms must design a compelling offering and manage the workforce to deliver it at an attractive price. But service firms must do even more: deal with the frustrating fact that their customers can wreak havoc on service quality and costs.

For example, a customer dithering at a fast-food counter slows things down for everyone else waiting in line. An architect’s client struggling to clarify how a new facility will be used drags out the design process.

To tackle this challenge, Frei advises aligning four key elements of your business:

• What your service offering consists of

• How you fund the excellence you want to provide

• How you manage employees to deliver quality service

• What you do to help customers enhance—not erode—service

Get these elements pulling together, and none of them can pull your business apart—as service stars like Wal-Mart, Commerce Bank, and Cleveland Clinic have discovered firsthand.

The Idea in Practice

To consistently deliver service excellence, ensure that each of these four elements reinforces the others:

Service Offering

Determine how customers define “excellence” when it comes to your offering: Convenience? Friendliness? Flexible choices? Price? Identify what you’ll do to deliver that excellence—and what you won’t do. Example: 

Commerce Bank decided to serve customers who prized pleasant, face-to-face service and convenience. It offers evening and weekend hours, buildings with high ceilings and natural light, and a fun contraption for redeeming loose change. Despite its relatively unattractive interest rates and narrow product range, its retail customer base has expanded dramatically.

Funding Mechanism

Think about how you’ll pay for the increased cost of the excellence you’re seeking to provide through your service offering. Possibilities include:

• Charging the customer. For example, Starbucks customers value lingering in the company’s coffee-house setting. To fund this inviting atmosphere, Starbucks charges a premium for its coffee.

• Spending now to save later. For instance, Intuit offers customer support service free of charge. It uses callers’ input to improve future versions of its software, so customers will ultimately need less support.

• Having customers do the work. For example, airlines’ self-check-in kiosks not only reduce costs; they also enhance the service offering by liberating travelers from long lines at staffed counters and by providing convenient tools such as seat maps.

Employee Management

Ensure that your workforce management activities (recruiting, selection, training, job design) empower employees to deliver the excellence embodied in your service offerings. Example: 

Commerce Bank competes on extended hours and friendly service, not on low price or product variety. It knows it doesn’t need straight-A students to master its limited product set, so it hires for attitude and trains for service. For instance, it uses simple recruiting criteria, such as “Does this person smile in a resting state?” And it encourages employees to recruit people they see providing great customer service in other industries.

Customer Management

Articulate which behaviors customers must demonstrate to get the most value from your service. Then design your service specifically to foster those behaviors. Example: 

To get customers using the new self-check-in kiosks, airlines ensured that travelers could complete the transactions with far fewer keystrokes than check-in personnel used to need. By contrast, retail stores that offer self-service checkout machines haven’t made using those machines easy for shoppers. Moreover, the stores expect shoppers to shoulder responsibility for fraud prevention by weighing bags during checkout. Result? Anxious customers avoid the machines.