Machinery Lubrication

Machinery Lubrication March April 2014

Machinery Lubrication magazine published by Noria Corporation

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Page 22 of 83

lUBrICAtIoN ProGrAms By alejaNdro Mez a aNd Chris ChristeNsoN, Noria Corpor atioN Implementing a training Plan to support a world-class lubrication Program Through the years, Noria has seen many cases in which world-class lubrication practices were implemented successfully as well as unsuccessfully. One of the key factors in determining the success or failure of such an implementation is the training/education of the team. Of course, not all project managers have experience assessing skills and competencies needed for a job. Consequently, they may not have the expertise to tailor a training plan specifically for the maintenance team and other functions involved in the lubrication program implementation. To be effective, a learning program must be delivered in conjunction with other resources that will allow individuals to absorb this new knowledge and introduce new behaviors into their daily work. These additional resources should include the tools that will make the work more productive, such as new technologies like ultrasound, sampling devices and hard- ware, a quality lube room, equipment modifications, top-up containers, etc. The methodology should also be provided. This refers to the instructions, work orders, software, etc., that will guide personnel to follow the proper procedures at the appropriate time. Failure to deliver these resources could put the effectiveness of the training initiative at risk, resulting in wasted time, energy and money. Involved Personnel The initial step in constructing a good training plan is to determine if the training is for a specific project, part of a broader skill developmental plan or a combination of both. Let's consider an initiative that covers both a specific project and personnel skill development, which is the most complete scenario. If the decision is made to form a taskforce for implementing best practices within a certain amount of time, it will be useful to identify the personnel involved and the ways in which they will be involved. Questions to ask include will these individuals make strategic decisions on this project, will they need a general understanding or specific technical knowledge, what is the specific technical knowledge needed and will they execute routines, making hands-on training beneficial. These questions should be asked not only for individuals but also for groups with similar functions. Once the questions have been answered, a table for the involved team can be created as shown on page 19. Training Needs The next step is to define what each person should know about the project's objectives and scope, the necessary technical knowledge, and the learning and behavioral needs based on the a successful plan demands a thorough understanding of the training needs based on the organization's objectives. 18 March - April 2014 |

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