Machinery Lubrication

Machinery Lubrication September October

Machinery Lubrication magazine published by Noria Corporation

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Page 38 of 69

Name Mario Guilherme Rupf Age 29 Job Title Mechanical Engineer Company Kinross Gold Corp. Location Minas Gerais, Brazil Length of Service 3 years Be Featured in the Next 'Get to Know' Section WOULD YOU LIKE TO BE FEATURED IN THE NEXT "GET TO KNOW" section or know someone who should be profiled in an upcoming issue of Machinery Lubrication magazine? Nominate yourself or fellow lubrication professionals by emailing a photo and contact information to Q: What types of training have you taken to get to your current position? A: I have had training in lubrication, reli- ability, vibration and planning. Q: What professional certifica- tions have you attained? A: I am certified as a Level I Machine Lubrication Technician (MLT I) and a Level I Machine Lubricant Analyst (MLA I) by the International Council for Machinery Lubrication (ICML). Q: Are you planning to obtain additional training or achieve higher certifications? A: Yes. I need more vibration training to better understand machine behavior and to relate it to lubrication. Q: What's a normal work day like for you? A: A normal work day is a day without corrective maintenance, seeking improvement in routes and lubrication systems, providing training, working with spare parts and supporting the demands of the engineers, mechanics and lube guys. Q: What is the range of equipment you help service through lubrication/ oil analysis tasks? A: We have a wide variety of equip- ment, including crushers, gearboxes, In 2013, Mario Rupf began working as a mechanical engineer at Kinross Gold's Paracatu mine in Minas Gerais, Brazil. During his first year, Kinross experienced production losses of more than $2 million due to 79 lubrication failure events. These failures were determined to be caused by incorrect drum storage, improper filtration, oil contamination and pump wear. Rupf and his team soon implemented an improvement plan, which included using lubricant identification labels, creating new points for oil sample collection, installing breathers and quick couplers, redesigning filter elements, and developing new routes for inspection and oil analysis. The results have been impressive. By 2015, production losses had been reduced to just seven lubrication failures, while revenue increased by more than $2.8 million. Reliability has also increased by nearly 50 percent. Rupf believes one of the biggest changes has been in the Kinross culture, where the relevance of lubrication is now recognized and employee morale has greatly improved. Lubrication Improvements Become Gold Mine for Kinross' Rupf GET to KNOW 32 | September - October 2016 |

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