Machinery Lubrication magazine published by Noria Corporation
Issue link: https://www.e-digitaleditions.com/i/1123345
ML www . machinerylubrication.com | May - June 2019 | 35 ML for the task s through training and certifi cation. Remember, the success of a lubrication program (including the lubrication task routes) often hinges on a champion who is entrusted by management. Finally, lubrication task routes must be designed to collect feedback and communicated to the appro- priate personnel to ensure corrective action and optimization of the tasks and routes. Problems and Opportunities for Lubrication Tasks Management must be involved in the initiation of a lubrication program. ey set the expectations and fortify the responsible personnel to create action to achieve benefi ts on the bottom line. A recent poll at Machinery- Lubrication.com asked, "W hat is the biggest problem or area of opportunity for lubrication tasks in industrial facilities?" e most popular responses were human error (28 percent), management oversight (26 percent) and training defi ciency (23 percent). Although human error may not be completely unavoidable, it can be minimized, as will be discussed later in this article. Second on the list of problems/opportunities was management oversight. While there is much eff ort to make improve- ment at this level, too often there is uncertainty of the expectations for the lubrication task routes. Good management sets the tone for the importance and impact that lubrication routes have on overall equipment reliability. Otherwise, it is common for lubrication to be underappreciated and devalued. is generally is due to limited root cause analysis and the challenge of uncovering the evidence linking machine failures with improper lubrication. Eff ective management, personnel training and due dili- gence will help ensure this focus on lubrication is kept intact and aligned expectations are established. e survey further validates this problem and opportunity. Setting a Foundation for Good Lubrication Task Routes A lubrication route encompasses a group of machines or mainte- nance points typically sequenced for performing one or several types of lubrication tasks. is primarily consists of lubrication tasks that are completed routinely, such as weekly or monthly, but may include specifi c on-condition or by-exception tasks. Before a lubrication route can be created, you must fi rst have a breakdown of all the various types of tasks for each maintenance point. is may involve inspections, lubri- cant replenishment, lubrication hardware change-outs, lubricant drain and fi ll, oil fi ltration, and oil or grease sample extraction. If a machine has moving parts, it more than likely uses a lubricant of some sort. If there is a lubricant, some number of routine lubrication tasks must be performed. At minimum, an inspection usually is warranted for even a sealed lubricated component, although most equipment demands several lubrication task types. For example, an agitator gearbox that contains 35 gallons of oil may require monthly oil sampling, bi-weekly oil level and desiccant breather inspections, and weekly oil f iltration with a f ilter cart. Depending on the feedback mech- anisms (inspections, oil analysis or online sensors), on-condition tasks may need to be added to the route. These might include a breather change, oil top-up or additional oil fi ltration. Keep in mind, these are just the lubrication tasks. Lubrication Task Plans Each lubrication task should have scheduling properties and What is the biggest problem or area of opportunity for lubrication tasks in industrial facilities?