Investing integrator frequency response analyzer
Senior managers encourage employees to challenge old ways of working processes and procedures. Provide employees with opportunities to generate ideas of where digitization might support the business. Establish one or more practices related to new ways of working such as continuous learning, open physical and virtual work environments, and role mobility. Engage employees in integrator roles employees who translate and integrate new digital methods and processes into existing ways of working to help connect traditional and digital parts of the business to support the transformation.
Engage the leader of a program-management office or transformation office full-time leader of the team or office dedicated to transformation-related activities to support the transformation. Leaders in transformation-specific roles encourage their employees to experiment with new ideas such as rapid prototyping and allowing employees to learn from their failures.
Senior managers get more involved in digital initiatives than they were in past change efforts. Leaders in transformation-specific roles ensure collaboration between their units and others across the organization when employees are working on transformation initiatives.
Senior managers ensure collaboration between their units and others across the organization. Engage technology-innovation managers managers with specialized technical skills who lead work on digital innovations, such as development of new digital products or services to support the transformation. Senior managers encourage their employees to experiment with new ideas. Indeed, adding such a leader is one of the keys to transformation success.
So is the engagement of transformation-specific roles—namely, leaders of individual initiatives and leaders of the program-management or transformation office who are dedicated full time to the change effort. Another key to success is leadership commitment. Other results indicate that when companies achieve transformation success, they are more likely to have certain digital-savvy leaders in place. Less than one-third of all respondents say their organizations have engaged a chief digital officer CDO to support their transformations.
But those that do are 1. Visit our Culture and Change page Building capabilities for the workforce of the future The survey results confirm that developing talent and skills throughout the organization—a fundamental action for traditional transformations —is one of the most important factors for success in a digital change effort. Respondents are 1. Two other keys relate to engaging the specific roles of integrators and technology-innovation managers, who bridge potential gaps between the traditional and digital parts of the business.
People in these roles help foster stronger internal capabilities among colleagues. Integrators are employees who translate and integrate new digital methods and processes into existing ways of working. Because they typically have experience on the business side and also understand the technical aspects and business potential of digital technologies, integrators are well equipped to connect the traditional and digital parts of the business.
Beyond these three keys for success, we found that companies with winning transformations have a better-funded and more robust approach to talent than others do. Transformation success is more than three times likelier when respondents say their organizations have invested the right amount in digital talent. Success is also more likely when organizations scale up their workforce planning and talent development Exhibit 3. For example, 27 percent of respondents report successful transformations when their companies set cross-functional or enterprise-wide hiring goals based on specific skill needs—nearly twice the share of respondents whose organizations do not.
Exhibit 3 We strive to provide individuals with disabilities equal access to our website. If you would like information about this content we will be happy to work with you. Traditional recruiting tactics, such as public job postings and referrals from current employees, do not have a clear effect on success, but newer or more uncommon methods do.
In this survey, the results suggest two primary ways in which companies with successful transformations are empowering employees to embrace these changes. The first is reinforcing new behaviors and ways of working through formal mechanisms, long proved as an action that supports organizational change. One related key to transformation success is establishing practices related to working in new ways. Respondents who say their organizations established at least one new way of working, such as continuous learning or open work environments, as part of their change efforts are more likely than others to report successful transformations.
Another key is giving employees a say on where digitization could and should be adopted. When employees generate their own ideas about where digitization might support the business, respondents are 1. Read our latest thinking on digital transformations Read the article A second approach to empowering workers is ensuring that people in key roles play parts in reinforcing change.
Success depends on both senior leaders and those engaged during the transformation. The survey asked which of the following roles were engaged by the organization to support the execution of the digital transformation: initiative leaders, integrator roles, leaders of the program-management or transformation office, technology-innovation managers, chief digital officers, and coaches.
One related factor is encouraging employees to challenge old ways of working. Respondents who say their senior leaders and the people engaged in transformation-specific roles do this are more likely than their peers to report success 1. With VFD-controlled motors, users can optimize system efficiency by matching motor speed to maintain exact system demand. Most VFD applications improve system efficiency and provide a return on the VFD investment in energy savings in typically less than a year.
As with all electronics, VFDs have advanced in capability and function, providing more system control to help eliminate external devices and programmable logic controllers PLCs. Due to these innovations, it is understandable one may be overwhelmed by the prospect of programming a VFDs for their application. However, most applications require only the most basic settings to operate the motor. This is because VFDs are designed and engineered to make the complicated simple. Typically, no more than a dozen settings are adjusted for an application.
Control method influence on VFD programming 1. What is a control method as it applies to VFDs? The first setting commonly set by VFD installers is the control method. The control method dictates the capabilities enacted by the drive to regulate motor speed. These control capabilities can be classified into three groups: volts-per-hertz control, self-sensing vector control, and closed-loop vector control. It is the most basic of the three topologies.
VFDs can implement this control using various different and complicated control schemes. In essence, complicated algorithms are used to monitoring, interpret and respond to current feedback to provide precise motor control. However, the simplest way of viewing this control method is to view it as precise motor control without the need for an encoder. Closed-loop vector control is the most advanced motor control method available. As its name indicate, closed-loop vector control uses a motor encoder to provide precise speed feedback and eliminate any error in VFD control generated by responding to current feedback.
Adding the encoder tells the VFD what the motor is doing and how it is responding to the load. Why would I adjust the control method? Adjusting the control method is a function of meeting needs of the motor-drive application.
Some applications are simple and only need to run at an approximate speed, while others need precise and dynamic motor control. The slight change in speed does little to impact the overall system performance because other drive programming will adjust the speed to maintain system demand.
Most drive manufacturers, through years of application experience, have their default settings already configured for most pump and fan applications. These defaults offer optimum energy savings with little to no programming requirements. Self-sensing vector control methods improves process control and reduces maintenance. To provide these advanced motor control capabilities, the VFD requires specific motor characteristic information, such as motor no-load current, resistance, and inductances.
To obtain these key pieces of information, the VFD would run through a simple motor tune requiring basic motor nameplate data such as rated current, voltage, and speed to be entered through the keypad. Closed-loop vector control allows for precise speed control down to one RPM, high starting torque at zero speed, zero speed control, and torque regulation.
These features are used in applications that cannot deviate more than a few RPM or else the product output will not meet its designed specifications. For example, many extruders use encoder feedback to maintain motor speed to precise requirements to ensure the product meets its specifications.
Encoder feedback also ensures accurate torque monitoring to allow the VFD to react to high torque conditions that may clog or damage the machine. The same motor tuning requirements made in self-sensing vector control are required in closed-loop vector control to optimize motor control and reduce compensation needed by the encoder feedback. This is true with or without motor feedback. Application such as extruders, high-speed spindles and constant tension unwinders take advantage of closed-loop vector control.
What is motor full load amps? Motors are designed to allow for continuous operation at their nameplate rated currents when operating at rated power and rated voltage. Why should I set motor full load amps? Although VFDs are natural soft starters, motors can exceed their rated currents for brief periods of time such as during start, impact loading, rapid deceleration, or excessive application cycling. However, high currents for long periods of time will lead to excessive heat in the motor, which can lead to reduced lifetime and premature failure.
Locked rotor conditions also may occur due to mechanical damage in the load or coupling. Over time load wear also can result in increased current draws that may be in excess of motor FLA. When the VFD detects a motor overload a fault is triggered and the VFD output shuts off to protect the motor from thermal failure.
These overload curves can be set to the capabilities of the motor. Many pump fan motors are designed for variable torque loading, which means they are not designed for rated current at reduced speed. Reduced continuous overloads are provided to reduce maintenance and ensure motor operational lifetime is maximized. VFDs have preconfigured overloads to account for many different motor types including speed range variable torque loads, speed range constant torque loads and non-conventional motors such as permanent magnet motors see Figure 1.
Acceleration and deceleration times 3. What are acceleration and deceleration times for a motor-drive system? VFDs are natural soft starters. They reduce inrush current when changing speeds. To accomplish this a VFD starts and stops the motor based on programmed acceleration and deceleration times.
These times or ramp rates define how long the drive will take to get from zero speed to maximum frequency. There can be fixed rates or multiple sets of rates that adjust based on operation conditions or through commands sent to the VFD see Figure 2. Using an appropriate acceleration and deceleration time will significantly reduce inrush current at start and current surges when changing speeds.
This leads to increased motor less heat and powertrain life less dynamic high torque changes. The VFD also isolates these currents from the line.
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