Machinery Lubrication

Machinery Lubrication July-August 2019

Machinery Lubrication magazine published by Noria Corporation

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30 | July - August 2019 | www . machinerylubrication.com IN THE TRENCHES able to take any samples needed during the change-out and can fi lter the incoming oil to ensure it is clean. Maintenance personnel may also be involved in this work depending on the number of oil changes required. During outages and turnarounds, it is common for multiple departments to help with oil changes. Sampling Extracting lubricant samples is highly specialized work that should be performed by trained individuals, such as the plant's lubri- cation or condition monitoring team. On the surface, collecting a lubricant sample may seem simple and straightforward, yet there are many intricacies that can taint the results. Previously, all lube samples were exclusively oil, but new technology has made grease sampling easier to aid in the diagnosis of grease-lubricated equipment failures. Regardless of the lubricant being sampled, the work must be done consistently and in a manner that eliminates outside contaminants. Samples should be taken from an area that is representative of the lubricant in the system so the results can be analyzed for corrective action. The diagnostic work related to lube sampling is even more specialized and frequently requires an individual becoming trained in this specifi c discipline. e work is often assigned to managers or engineers, with all test results coming across their desk for more detailed analysis. Without the proper training, this person may miss some of the incipient fail- ures that can be clearly shown within the body of the reports. Simply relying on the comments from the testing lab will not be enough to get the most out of the lube sampling program. One-off Tasks Certain tasks in the lubrication program are performed only once. ese generally include machine modifi cations or changing of a lubricant from one type to another. Once completed, these tasks are no longer valid and typically are not part of the computerized maintenance management system (CMMS) or lubrication software. Machine modif ications involve t he insta llation of va rious inspection a nd contamination control hardware. Normally, these modifi cations are made during oil changes or turnarounds to allow for easier inspection of the lubricant as well as to improve the ability to add, drain or decon- taminate lubricants while they are in service. It is common for maintenance personnel to carry out this work. Changing a lubricant from one type to another may require the fl ushing of the cavity to ensure there is little risk of incom- patibility. is often is performed by the lube team and is regarded as highly skilled work, especially when a large volume of oil in a complex machine is being changed. is task demands a clear plan and all the necessary materials for the changeover. Aside from changing oils, switching greases can be just as challenging. Documented Procedures and Checklists Documented procedures and checklists are essential to make certain that the indi- vidual performing the work has at least a basic understanding of the task that needs to be accomplished. Procedures and checklists can level the playing fi eld in regard to expe- rience. If someone has been doing the work for years, complacency frequently can set in, but a checklist helps to verify that he or she hits all the necessary points. For new hires, a detailed, step-by-step procedure ensures they treat the equipment with the same level of care as their more experienced counterparts. e importance of these documents cannot be overstated. Education, Training and Certifi cation Understanding why each task must be completed in the specifi ed manner will help your team be more engaged in their work. For example, knowledge of how simple sight- glass inspections may prevent catastrophic failures can drive home the need for these tasks to be performed with diligence and care every time. e top organizations certify their lube team members in lubrication-specifi c disci- plines. Certifi cation adds credibility and creates ownership of the program. At least one person in the plant should own all the lubrication program and have a higher degree of knowledge and certifi cation in lubrication. is individual should also be involved in the onboarding of new lube professionals at the facility. By incorporating a hands-on component in the training of new lube technicians, you can further instill the practices you want to incorporate in the daily work. It often is best to explain, demonstrate and then coach individuals on how to complete a particular task before having them show you how to perform it. is simple process enables you to observe them accomplishing the task and verify that they are qualifi ed to do the work. It also allows for coaching to be done more quickly without the risk of having an unqual- ifi ed person working unsupervised. As you can see, many tasks in a lubrica- tion program require training and coaching to ensure they are done properly. Without emphasis on each element, it will be diffi cult to transition from the status quo to world class. If you haven't done so already, docu- ment who is responsible for each aspect of the lubrication program and start training your team based on the criticality of the work being performed. With consistent eff ort and focus, you can have a highly skilled lube team in a short amount of time. ML About the Author Wes Cash is the director of technical ser vices for Noria Corporation. He ser ves as a senior technical consultant for Lubrica- tion Program Development projects and as a senior instructor for Noria's Oil Analysis II and Machinery Lubrication I and II training courses. Wes holds a Machine Lubrication Technician (MLT) Level II certifi cation and a Machine Lubricant Analyst (MLA) Level III certifi cation through the International Council for Machinery Lubrication (ICML). Contact Wes at wcash@noria.com to learn how Noria can help you develop an appropriate training plan for your lubrication program .

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