Machinery Lubrication magazine published by Noria Corporation
Issue link: https://www.e-digitaleditions.com/i/1080534
W hether your site has an established, w e l l - f u n c t i o n i n g lubrication program that has been in place for several years or you have just begun the journey of building your program, if long-term, recurrent success is the end goal, the challenge of developing and sustaining a reliability culture will need to be addressed. rough the years, general guidelines have emerged for this often-overlooked portion of lubrication program development. The process will involve identifying an organizational stakeholder along with a lubrication champion and a cross-departmental team, evaluating the current state of the progra m, constructing short-term and long-term goals, establishing a path forward with proper documentation and processes, creating awareness across the site, rewarding individuals and groups for successes, and assessing and revising the program. Identifying the Team e first step in developing and sustaining a sound reliability culture is to identify who should be part of the team and what their roles and responsibilities will be. ese team members will be the driving force in initiating the culture change, so they should be role models who have a positive attitude and are highly engaged. It is also imper- ative to obtain buy-in from these individuals. Any large-scale project in the development of the program should include feedback from all team members. This team should consist of an organizationa l sta keholder, a lubrication champion and a cross- departmenta l team. The organizational stakeholder position should be held by someone from the site's upper management. is indi- vidual does not need to be directly involved with maintenance but must ensure that the program and the proposed changes have the support of management. If management does not show an interest in this process change, you will be set up for failure before you even get the plan off the ground. This position is also critical from a communication standpoint, as it helps to make management aware of what is going on and how t hey mig ht help address major roadblocks. A lthough the organizational stakeholder is not involved with the program on a day-to-day basis, he or she should regularly attend lubrication-related meetings that affect the program's development. In addition, this individua l should function as the lubrication champion's right hand to form a direct chain from the lubrication Developing and Sustaining a Reliability Culture for Lubrication "e development of your reliability- centered lubrication program should be continually advancing and ever-evolving." Lubric ation Programs Matthew Adams | Noria Corporation BACK PAGE BASICS 44 | January - February 2019 | www . machinerylubrication.com