Machinery Lubrication magazine published by Noria Corporation
Issue link: https://www.e-digitaleditions.com/i/1250226
ML www . machinerylubrication.com | May - June 2020 | 11 earn their keep are the oiler and the painter. e logic for this statement is that these are the only individuals who prevent bad things from happening. Everyone else fixes things after they break. It could be reasoned that the lubrication mechanic's pay should be on par with the repair mechanic's salary. Many who argue with this position may have seen the oiler job filled with the lowest skilled person on the crew. To them, it was an entry-level job. Often, the job was taken by a dedicated individual who liked the freedom the job offered. Getting this person extra training is critical. Sometimes paying these individuals more money than millwrights may conflict with union rules. Seniority can also play havoc with your attempts to get the right person in the job, but persistence will pay big dividends. 3. Accountability Normally, only one person is assigned to lubrication duty in a department, so this indi- vidual must be effective. One way to ensure this is to list the duties and require checklists be followed. is work is not so much about things being put right as it is about making certain that things go well. e distinction is important. Verifying that tanks are at the proper level, grease systems are firing properly, and parts orders are placed are examples of ensuring things don't go wrong. When things do not go wrong and downtime is minimized, shortsighted management may get the idea that the workforce can be reduced. However, cutting the lube technician is like canceling your insurance. If downtime occurs as a result of a lube failure, it generally means the lube technician is not doing his or her job. At this point, an investigation must be conducted, and the person chastised or given further training. Incompetence must be weeded out, because this individual is your first line of defense. 4. Certification Years ago, no recognition was given to people who acquired lubrication education on their own initiative. is is no longer true. Organizations such as the Interna- tional Council for Machinery Lubrication (ICML) are now dedicated to give recogni- tion to these valuable people. Certification exams are available to anyone for a fee after a minimum of experience. ese exams have become quite popular and emphasize the knowledge needed by those involved in daily lubrication decisions. 5. Lubrication Committee Most industrial plants would benefit from the establishment of a committee that is responsible for overseeing all lubrication questions, but who should participate on such a committee? Maintenance people who ulti- mately are charged with downtime reduction are at the top of the list, and this includes hourly workers. is latter group is a terrific source of ideas and precautions about what will and won't work. Production management should attend if only to learn the rudiments of keeping machinery in top operating condi- tion. eir decisions should benefit from their participation on the committee. 6. Contracting Out Work Many plants have union agreements that demand a review when outsiders are brought in to perform work. However, if specialized equipment is involved, the necessary skills are not possessed onsite or the job will be of short duration, a contractor makes sense. On the other hand, when the job will be continuous and requires a low skill level, in-house personnel likely will be the better option. If it is difficult to find motivated people who are willingly to take on the responsibility of lubricating the equip- ment, it may be time to consider contracting out this important function. 7. Outside Lubrication Audits Lubrication practices in any industrial plant can become outdated and preserved due to inertia. To get a fresh perspective, it is wise to allow an outside company to examine your plant's practices for improvement recommen- dations. e audit may be free or at a nominal cost, but it should be done by someone with no vested interest. 8. Continuing Education Lubrication practices do not change rapidly, but a new one will come along peri- odically. Technical developments change more rapidly than practices, and together they warrant regular training. All training participants should attempt to return to their job with at least one usable idea to justify the costs. is should be an easy goal to achieve. 9. Recognition of People Lubrication technicians are the unsung heroes of industry and should be recog- nized. Keeping these individuals energized is important. How can one counter the manage- ment tendency to blame the lube specialist when things go wrong but give no credit when things go right? e best way is to set specific standards, such as keeping lube-related down- time below "X" per hour of production time. 10. Recognition of the Lubrication Field Just as the people involved in lubrication tend to be forgotten, the entire field suffers the same fate. Production is king, and manage- ment's attitude often seems to be, "Don't bother me with these boring details." However, concentrating only on production eventually will cause production to suffer. Attention to the details that are crucial to production is a derivative (and more effective) way of accom- plishing the same goal. Of all the specialties that industry looks to recruit, a lube specialist is the only one you can't find in a college or technical school. You must look for someone who is self-taught or has been through a training program, which makes these individ- uals quite rare. Even if you must hire outside contractors to perform this service, recognize that it is not something that can be picked up quickly and should be given respect. 11. Purchasing/Maintenance Relations One of the worst situations an industrial firm can have is antagonism between the maintenance and purchasing departments. Frequently, the decision to switch to total fluid management (TFM) is made unilat- erally by purchasing, ignoring the needs of maintenance. ere are several ways to avoid this problem. One is to standardize lubricants instead of buying by brand name. Another is assuring that both departments participate GOALS 1. Minimize Bearing Failures 2. Minimize Gear Failures 3. Minimize Lubricant Costs 4. Minimize Lube-related Downtime