Machinery Lubrication

Machinery Lubrication Nov-Dec 2019

Machinery Lubrication magazine published by Noria Corporation

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continuous improvement initiative, it will take a longer time to achieve the desired conditions, but it may be perceived as the best option for attaining lubrication excellence. In this scenario, top management may not provide formal support of the initiative or even be fully aware of the plan. e authorized budget for the lubrication program might be limited. Due to the restricted resources, a full assessment of the program may not be conducted. Consequently, there likely is not a holistic vision of the improvement opportunities and their potential impact. Instead, the focus is on more tangible or evident conditions, which can result in important program elements being missed. Solutions often are deployed randomly based on the available resources or ease of implementa- tion, with the steps not necessarily completed in the ideal sequence or timeframe. For example, improve- ments might include acquiring filter carts, installing high-quality breat hers or providing forma l training for a few team members. Other changes are made according to the available resources (time, money, machine availability, etc.). The success of the initiative primarily will depend on the involve- ment and persistence of one or a few members of the reliability/mainte- nance team. Since a long-term path has not been defined, only short-term steps are taken. Achievements are celebrated when a step is completed. With this approach, it will be difficult to estimate the amount of time required to achieve lubrication excellence, as it will be contingent on the available resources. A lso causing a blurry vision of the future is that the lubrication program may not be viewed as a system of interconnected factors that produce equipment reliability benefits. is can dilute the impact of the efforts taken. While benefits will be seen, they may take longer to be realized. Milestones and time-based goals may be incomplete or non-existent, as there likely is no formal metric system. If less favorable conditions are present, the length of time for the implementation could be indef- inite. Even after years of work, the results tend to be limited. While this risk exists with any project, the longer it takes for change to be made, the more chances it has to be diluted over time unless there is a culture of formal support. Although a long-term improve- ment initiative generally is full of good intentions and hard work, the benefits are more difficult to achieve and typically take longer. Eventually, the team may become frustrated. As with any long-term project, persistence will be key. With all things considered, this may not be the best approach to reach the desired goal. The illustration on page 37 shows the path of both approaches. e orange line represents a short- term project with focus, vision of future goals, milestones and support from upper management. e blue line characterizes a long- term continuous improvement initiative with an unclear vision of the goals and future status of the program, which typically requires more energy and time to reach the desired destination. If you find that your program is somewhere in between these two approaches, keep in mind that the more attributes it has of the short- term approach, the more chances it will have to make an impact on your plant's equipment reliability. Suggestions for a Successful Implementation Following are suggestions for successfully implementing lubri- cation excellence, particularly if your current program is more like PERSPECTIVE 38 | November - December 2019 | www . machinerylubrication.com 3 KEY FACTORS FOR LUBRICATION EXCELLENCE To achieve lubrication excellence, you must take into account three key factors: training, infrastructure/tools and methodology. Training creates awareness of the proper work to be completed, while the infrastructure and tools involve the physical resources that provide the environment and hardware to perform the job. The methodology is the procedural element that must be executed in a consistent, effective and ergonomic manner. If only one or two of these three factors are implemented, some improve- ments may occur, but the chances of overall pro- gram success are low. For instance, new proce- dures may be written and distributed, but if poor or no training is made available to personnel and no new tools or hardware are provided, the result will be a less than desirable outcome. the long-term approach. Start with quality training for both those responsible to make the improvements and for the team that will support the initiative. is will open eyes and create awareness of the possibilities and benefits. Remember, training is fundamental to ensure appropriate attitudes, behaviors and reliable work. Next, make a list of improvement actions to be completed and their potential benefits. Involve management as much as possible by sharing case studies, presenting your plans and needed resources, and providing evidence of good work performed. Develop a plan and communicate the potential value, which is the justification for your actions. Do not allow changes to just be verbally implemented. Make every effort to guarantee that the initiative will prevail by modifying procedures, work orders, etc. Recognize and reward the contributions of others when a better idea is executed or implemented. Finally, do not stop. Be persistent and communicate the results. ML About the Author Alejandro Meza is a senior technical consultant with Noria Corporation. He has more than 20 years of experience in the lubricant industry, technical services, quality assurance, training, consulting and development in the United States, Brazil, Mexico and the Americas region. Contact Alejandro at ameza@noria.com to learn how Noria can help you achieve lubrication excellence in your facility.

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