Machinery Lubrication magazine published by Noria Corporation
Issue link: https://www.e-digitaleditions.com/i/1123345
36 | May - June 2019 | www . machinerylubrication.com procedure details. e scheduling properties provide guidelines on how and when the task should be assigned to a route. ey may specify the task frequency (or interval), required machine operating state or estimated time to complete. is will be essential in the scheduling state, so if machine-specifi c infor- mation is unavailable, begin with values that are standard for the task type and optimize later. The procedure details offer step-by-step instructions for the lubrication technician to perform the task. Even the simplest task should have specifi c steps to allow it to be completed consistently and accurately by anyone. Task details are often defi cient in many lubri- cation programs where inspections are kept vague and identify require- ments in just a few words, such as "replace gasket, inspect machine, replace other parts if needed, lubricate as needed," etc. is can occur when task routes are rushed or blended together, with important details left out. Training and expe- rience can sometimes make up for this defi ciency, but they are not a guarantee. Providing the necessary specifi cs will be the best practice for long-term route performance. Take the time to develop these procedure details. Several depart- ments or individuals should be involved, including engineering, maintenance (specifi cally lubrica- tion technicians) and operations. It's also a good idea to create a baseline by conferring with a lubri- cation consultant who can identify best-practice procedures. This generally is a good place to start. When fi ne-tuning the proce- dures, some contributors may provide guidelines that are too specifi c or theoretical, but this will be balanced by those who are more familiar with the equipment and can off er adjustments to the steps that are more practical. Even after the procedure details are outlined, they should be routinely updated based on the eff ectiveness of the task experience. is concept of using feedback to make improve- ments should be followed on a larger scale with the lubrication task routes as a whole. Form Factors in Route Creation ere is no single correct way to create a lubrication task route. In fact, routes are better optimized when the methods used to develop them are not too rigid. Normally, the lubrication task type or equip- ment location will take precedence in defi ning the theme of the route. For example, the route may be a weekly lubrication inspection on 10 agitator gearboxes located on the southside ground fl oor. Routes usually can be optimized when the tasks are focused on equipment near each other and involve the same type of activity, tools or materials. e design of a lubrication task route can be based on a combination of factors from the task properties, equipment information or other relevant details. e primary factors used to create an overall route theme and designation may include the task type, interval/frequency, required operating state, estimated time to complete, lubricant type, necessary tools, equipment type, maintenance point type, equipment location, lubrication technician qualif ications, and criticality or downtime risk. Without these factors, the route may be unorganized or lack defi nition. For example, not knowing how often to add grease to a number of bearings will make it diffi cult to optimize the planning and scheduling of this activity. As a result, inadequate lubrication may lead to premature bearing failure. e lubrication technicians may overgrease or undergrease the bearing, or the need to grease the bearing may be disregarded because the fundamental properties of the task were never documented. A similar analogy can be made with most of the other factors. Defi ning all the elements for every task and piece of equipment will be essential when developing the route. Structuring Routes Once these task and equipment factors are known, a route can be arranged and optimized. First, organize the routes that can be described as "frequent and general," or t hose t hat have c om mon activities or a large number of maintenance points. Next, assign the remaining tasks. An example of these "frequent and general" routes would be the general inspections on all lubricated equipment. Ty pic a l ly, t he nu mber of machines at a plant will make one general lubrication inspection route impractical. us, secondary or tertiary factors for the general inspections will be necessary. is could involve the physical location, LESSONS IN LUBRICATION