Machinery Lubrication magazine published by Noria Corporation
Issue link: http://www.e-digitaleditions.com/i/388231
2 | September - October 2014 | www.machinerylubrication.com m a i n t e n a n c e a n d r e l i a b i l i t y AS I SEE IT Jim Fi t ch | Nori a Corpor at ioN R develoP a Corporate education mAster PlAN eliability and lubrication excel- lence are behavioral sciences. Bearings don't just die; they're murdered by people. What can change behavior? It requires awareness and know-how. Imagine two fishermen using fly rods in a trout stream. One is a professional middle- aged man decked out with all the latest gear. He has a flashy, new high-tech rod and reel. He wears the latest fashion-forward chest waders and a fishing vest sporting pockets bulging with every gizmo and gadget on the market. His fly box is well- stocked and neatly organized with hundreds of store-bought flies. Hanging "at the ready" down his back is his landing net. While he looks good and fishes hard, he does not catch any fish. The second fisherman is a young country boy. His fly rod is simple and worn with age. He moves through the stream wearing boots and cargo shorts. He carries limited gear in a small waist-pouch consisting mostly of an assortment of nymphs and flies he tied himself. His rod is rigged with a basic system of line, leader and tippet. He selects, ties and casts his flies with the skill of an artist. He works the runs and riffles as he stalks his prey. Although his tools are simple, his technique is masterful. He also fishes hard, but in contrast to the first fisherman, he catches many trout. The reason I tell this story is because I was the first fisherman. I was humbled and in awe of the young country boy as he worked the stream and showed off his skill. His advantage was not his tools, his desire, his natural ability or even luck. His gift was know-how gained from years of practice. Know-how enables skillful execution. Those with know-how exude confidence and take initiative. It's the secret sauce that can turn an ordinary company into a world-class organization. Like fly fishing, reliability requires a keen skill. You may have all the latest technology tools and can talk a good game, but there is no substitute for knowledge and skill. Like your lubricants and machines, know-how ages over time, too. Methods and tech- niques become stale and need to be refreshed. Training and education are the cornerstones of a reliability culture. Sadly, training in most organizations seems to be a patchwork of activities origi- nating from various groups and individuals. These initiatives typically lack focus, align- ment, goals and, most importantly, clear