Machinery Lubrication magazine published by Noria Corporation
Issue link: https://www.e-digitaleditions.com/i/1148092
4 | July - August 2019 | www . machinerylubrication.com AS I SEE IT by organizations that have gone down these roads before. Their published experience not only helped construct the 12 categories but also provided guidance on how to rank them for a more effi cient and benefi cial implementation. However, this column will be a bit diff erent. I'll be cross-refer- encing the key points or lessons from Moore's book What Tool? When? against the 12 categories in the ICML 55 standard that was devel- oped by 45 lubrication subject-matter experts. In the interest of brevity and keeping things simple, I've taken some liberties in the narrative that follows to condense the central points of both Moore's book and the ICML 55 elements (12 categories). I've also added a few of my own thoughts. The order of the following sections is generally aligned with the main recommendations in Moore's book. In other words, while all philosophies he discusses have the potential for solid value, it may be wise to evolve a program (crawl- walk-run) through a series of rational steps. e fi rst would likely produce some quick wins and low-hanging fruit. As the transformation matures, more advanced and complex philos- ophies can be incorporated. In the fi nal stage, I've added autonomous technologies, e.g., Industry 4.0 and other disruptive solutions. Although I've placed this stage at the end of the maturity timeline, its order for some may defy other precursory steps. Only history will know for sure what lies ahead. See the transformational change chart in Figure 1. is exercise is far from an exact science, and many industry-specifi c or company-specific differences and special requirements must be considered. Furthermore, these philosophies are not mutually exclu- sive. e main themes overlap and are interrelated with the core princi- ples of other philosophies. I see this as particularly true with kaizen and TPM, for instance. A solid case can be made that they all relate to the lean manufacturing model as well. Drawing all of these connections will not be attempted. Likewise, I will not try to repro- duce the arguments behind Moore's conclusions or sequence. For that, I suggest you read his book. I will say that I in no way disagree. So, let's get started. Asset Management I've discussed asset manage- ment extensively in past columns. ICML 55.1 is an asset manage- ment standard that is structurally aligned to ISO 55000. Across any organization, ISO 55000 should be harmonized with ISO 9000 (quality), ISO 14000 (environment), ISO 45000 (health and safety) and ISO 31000 (risk management). Moore talks about beginning with an overall philosophy and 01 Skills & Training 12 Management & Metrics Asset Management The Toyota Way 04 Lube Tasks IIoT Big Data Sensors A.I. Unified Condition Monitoring 05 06 07 09 10 11 Tools Inspection Lube Analysis Contamination Control Waste & Energy 03 Optimum Lubricant Selection 08 Troubleshooting & RCA 12 Metrics Autonomous Technologies Machine Learning Kaizen TPM CBM RCM RCA Six Sigma Optimum State Plus Continuous Improvement ICML 55 ICML 55 ICML 55 Industry 4.0 Need for Transformational Change Program Maturity Figure 1: Transformational Change Chart