All steam systems require regular maintenance, but all too often the in-house resource to properly assess, diagnose and maintain those systems is not readily available. The result is that steam system maintenance, even in state-of-the-art industrial facilities, often drops down the priority list and therefore becomes prone to significant heat losses and downtime.

This is the situation that Johnson Matthey, which makes catalyst products that control harmful pollutant emissions and optimise industrial processes, found itself in at its Billingham site. The issue was one that Chris McHale, gas services and operations team leader, was tasked with overcoming.

Out with the old

Steam, for the site’s processes and office heating, was supplied by a neighbouring facility via a 36in pipe more than 1000m long. The system had inadequate steam traps and no isolation valves, which meant that maintenance teams were unable to shut down or isolate the flow of steam into the facility. 

McHale says: “We inherited a system that was nearly 70 years old and used an oversized pipe which effectively acted like a radiator, resulting in heat losses of around £130,000 per year.

“With the majority of the line located at height and lagged with asbestos due to it dating from the 1940’s, regular flange leaks had frequently led to expensive maintenance costs. We are an ethical company that takes its obligations to the environment and its people very seriously, so it was becoming increasingly untenable for us to continue with the situation as it was.”

With support from Spirax Sarco, Johnson Matthey embarked upon an overhaul of its steam distribution network over the Billingham site’s summer shutdown period in a pilot scheme that would explore the value potential of proactive steam system maintenance. “We knew we needed to call in experts,” says McHale. “Steam is outside our normal skillset, so we wanted to get some real technical expertise on board. We also wanted to engage people who would challenge us, encourage us to change our thinking and adopt new methods.”

A collaborative working partnership between Spirax Sarco and Johnson Matthey’s on-site operations and maintenance teams initially reduced the length of steam line to approximately 25% of its original length, in part by putting a new heating system into the offices. This meant that steam was no longer required for the heating system and that the old 36in steam pipe could be replaced with a pipe made up of 8 and 4in sections.

This was followed by the introduction of new steam traps, dirt pockets, pressure indicators and isolation valves at key points across the site which allowed for greater safety and flexibility of usage. Most importantly, a new main isolation valve was fitted, which allows staff to control the isolation of their own steam at any given time. 

“The isolation valves and installation of pressure indicators alone have given us much greater control over our steam system,” says McHale. “Better still, we’ve managed to create value for the business by generating a saving of about £60,000 per annum on heat losses alone, not to mention a significant reduction in maintenance costs.”

Collaboration

This high hazard work lasted just over three weeks and involved contractors from four different companies, all of whom worked together to complete the project safely. 

Overall, McHale believes that the project is proof that challenging conventions can pay dividends in terms of quantifiable savings. “The lesson we’ve taken from this project is that there are huge rewards to be had by challenging the way things have always been done. Replacing a dated and problematic steam line with one much better suited to our current application may sound basic, but the cost, usability and safety benefits have proved second to none."