Machinery Lubrication magazine published by Noria Corporation
Issue link: https://www.e-digitaleditions.com/i/1206285
ML www . machinerylubrication.com | January - February 2020 | 45 certification might make most sense, I would argue that certification is more impactful as a bridge from stage 2 to stage 3 as practitioners start to apply what they are learning. Stage 1, meanwhile, is where you would find those who are not yet ready for training, because they innocently never consider the value or necessity of exposure to new ideas and information. Applying the Model to a Plant Lubrication Program Does this model hold up when applied within the context of a departmental lubrica- tion program? Yes, but this scenario consists of individuals working together in concert, so an organization's stage of competence can be gauged by the aggregate competence of its team members along with the efficacy of its lubrication program through which those team members perform their duties. Because of these conditions, the delineation of the four stages is not as clear, as they tend to overlap. Regardless, you can see a common pattern across case studies, because even institu- tional learning starts with the status quo and advances on the strength of curiosity, the reception of good training and the applica- tion of "practice makes perfect." Somewhere along the way, the professional certification of individuals, combined with recognition of a plant's success story, can confirm newfound levels of competence. Stage 1: Lubrication Status Quo — All is Well At the unconscious incompetence stage, a maintenance organization may be working in its own bubble of key performance indicators (KPIs). Without external data that compares its lubrication performance and expenses to similar organizations or to industry standards, the department subjectively performs activities without knowing whether they are optimized. Phrases associated with this stage might include, "If it ain't broke, don't fix it," and "We are doing good: only three gearbox replace- ments this quarter!" Such an organization likely comprises individuals who possess practical knowledge of such subjects as asset optimization, contam- ination mitigation, lubricant selection factors, best practices for lubricant storage, etc., but they do not necessarily apply this knowledge or even appreciate their own relevance to the larger scope of business objectives. In this stage, organizational leaders dispute the benefits of comprehensive lubrication programs and professional certifications, because they naturally assume everything is already as it should be, without realizing things could be better. is is not a resistance to change for change's sake. Rather, it stems from a lack of understanding of the value prop- osition that training and certification can offer to a lubrication program. Stage 2: We Can Do That? At the conscious incompetence stage, someone has presented the organization with evidence that there is tangible value in the formal development and sustained application of a lubrication program. is evidence comes from reading industry magazines, attending conferences and exchanging stories with other companies. Additionally, case studies are good tools to plant seeds of awareness that can shake people out of stage 1 inertia. Such exposure is often the result of mana- gerial mandates like, "read this magazine," "take this online class," or "attend this confer- ence." ere is something to be said for forcing educational opportunities upon lubrication personnel. Managers who require continuing education are doing their teams a favor, helping ensure they do not remain stuck comfortably in stage 1 forever. Stage 2 is where the term "low-hanging fruit" likely is introduced. Frequently, an internal audit of machinery assets, lubrication procedures and institutional knowledge is conducted at this stage to confirm the poten- tial return on investment (ROI) of new actions that might be initiated. Not all organizations that become aware of the possibility for improvement turn immedi- ately to third-party consultants for guidance. However, all organizations that want to resolve their recently recognized lubrication deficiencies will start shopping around for training, certi- fication, equipment, products and procedural solutions, regardless of how they eventually intend to manage their lubrication programs. Certifications are always third-party affairs. Sustainability Is Purpose-driven Because the pursuit of training can be a daunting task, stage 2 is where most lubrication programs die. is is why an organizational purpose (objectives, goals, etc.) is so important. Any team can increase its aggregate brain trust by sending its most receptive lubrication prac- titioners to formal training to ensure consistent expansion of institutional knowledge. Ideally, these individuals will train and learn so they can proceed to apply best practices in stage 3. Of course, change is hard, but it can be made easier if the practitioners perceive a larger organizational purpose. is can be as simple as setting new KPIs to break old maintenance records or focusing on winning an industry award for the facility — anything measurable that helps an organization (and its individual members) to stay motivated and avoid feeling overwhelmed. From a management perspective, it is essential to be careful when spending training and certification time and dollars to ensure gains are made in areas that are obvious and important to team members. After all, what is the point of increasing your department's competence in areas that don't align with orga- nizational goals? Stage 3: We Are Doing It! In the conscious competence stage, the organization faces ongoing challenges spread across several months or years. ose who drive change to lubrication and oil analysis understand that success will require a new plan developed in accordance with the orga- nizational purpose and objectives. is plan must be executed in such a way that creates opportunities for individual practitioners to focus as much as possible on honing their new skills. At an organizational level, it is not just skills that must be practiced but also new policies, procedures and priorities. Change leaders in this stage understand that success requires compliance even outside the immediate lubrication program. Accord- ingly, they will encourage cross-departmental training and instruction so all stakeholders (especially at executive levels) recognize the potential value of new lubrication activities. In stage 3, lubrication program develop- ment is focused and deliberate. One of the