Machinery Lubrication magazine published by Noria Corporation
Issue link: https://www.e-digitaleditions.com/i/1171112
COVER STORY 8 | September - October 2019 | www . machinerylubrication.com After receiving his certification, Briner implemented an "oil change/ filtering worksheet." This work- sheet helped him to better manage, schedule and then note when jobs were completed. It also provided a paper trail to fi le electronically for future reference as needed. However, for the fi rst six months of Briner's fi rst year with Advanced Composites, the PM team was oper- ating on the limited knowledge of how to use and understand their current oil analysis results. When the quarterly oil sample was sent out to be tested, it usually would take the laboratory more than 30 days to return the results. Waiting this long for sample results was not helpful, especially if there was a problem that required urgent attention. By the time it was determined based on the results that an action such as an oil change or fi ltration was needed, it was time for the next quarterly oil sample to be collected. As Briner began looking at the results closely, questions about the reports sometimes would arise. He would reach out to his contact at the lab and often have to wait for days or weeks to receive an answer. Advanced Composites was just taking the word of its lab as to whether anything needed to be done on the equipment. is made personnel feel as if the lab was driving them. e company was not steering the wheel of its own lubrication program. Advanced Composites also was struggling to fi nd the right time to conduct oil changes and fi lter oil in a timely manner. With a produc- tion schedule that is seven days a week, 24 hours a day, the PM team would have to work closely with production management to fi nd out when and how long the next line changeover was scheduled for the vital equipment that required lubrication attention. In most cases, by the time oil changes or fi ltering 1,200 $12,000 $14,000 $10,000 $8,000 $6,000 $4,000 $2,000 1,000 800 600 400 200 2000 2000 2001 2001 2002 2002 2003 2003 2004 2004 2005 2005 2006 2006 2007 2007 2008 2008 2009 2009 2010 2010 2011 2011 2012 *2017 *2018 2012 *2017 *2018 0 $ Gallons of oil disposed of based on 12 pieces of vital equipment being maintained semi-annually *After program changes were made *After program changes were made Cost of oil disposed of based on 12 pieces of vital equipment being preventively maintained semi-annually Gallons of Oil Disposed Per Year Cost of Disposed Oil Per Year could be conducted, it was time to extract oil samples on the next scheduled quarterly PM task. e facility was not even close to being preven- tative with its lubrication PM program, let alone proactive. Frustration was beginning to build, and Briner knew big changes would be necessary to create a world-class lubrication program. FOSTERING CHANGE Briner met with the maintenance team and brought forth his concerns about the current state of the lubrication program. Right away, they gave him the go-ahead to seek a better laboratory to handle the oil samples. ey also asked him to establish a set of goals to work toward, make changes and improve in a timely manner. ere were many things he wanted to improve at this point, but Briner had to limit his list to the most important goals fi rst. e initial goals were as follows: 1. Perform oil fi ltration on vital equipment in a timely manner by fi nding a way to fi lter the oil while the equipment is still in operation. 2. Obtain a better laboratory to handle the oil samples with a quicker turnaround time for the results. 3. Find training, possibly with the new laboratory, to gain the knowledge and understanding to read the oil sampling test results. 4. Improve the prevention and common prac- tices relating to oil contamination within the lubrication program. 5. Continue to improve and reduce the lubri- cation carbon footprint. 6. Continue to improve the lubrication program's fi le history, including oil sample test results and work completed, possibly within a spreadsheet.