There is a widely
held belief among
s a l e s p e o p l e a n d
c u s t o m e r - s e r v i c e
professionals that it's easier to
maintain a customer than it is to
fi nd a new one. Data backs this
up, revealing that the process of
acquiring a new client can cost
as much as 25 times more than
investing the same time and
resources in keeping an existing
customer. Most research shows
that a much smaller investment in
maintaining customers can yield
even greater results, with as little
as a 5 percent increase in spending
on existing customers resulting in
nearly double the profi ts.
is also holds true for lubri-
cation practices. It's far better
to wisely invest your time and
resources in existing equipment
than it is to just swap out "bad"
machines for new ones. e key lies
in how you approach maintaining
and operating the equipment.
Simply throwing more money at the
existing problems won't necessarily
help. You need to view improving
machinery life holistically.
e three main cost areas most
organizations consider are parts,
labor and downtime. Everyone
budgets these items, but ultimately
they are all reactive measurements.
e true cost can only be seen after
the maintenance events have already
occurred. However, there are ways to
project or estimate how the changes
made in your procedures and equip-
ment while driving your lubrication
program toward excellence will
impact overall profi tability.
As seen in the chart on the
next page, it can be conservatively
How Lubrication
Excellence Can Make Your
Plant More Cost-Eff ective
and Productive
"Place your plant
on a path toward
lubrication
excellence and
watch it become
one of the most
cost-eff ective
parts of your
organization."
Lubrication Programs
Daniel Rader
|
Noria Corporation
BACK PAGE BASICS
48
|
September - October 2019
|
www
.
machinerylubrication.com
