Machinery Lubrication magazine published by Noria Corporation
Issue link: https://www.e-digitaleditions.com/i/1250226
www . machinerylubrication.com | May - June 2020 | 19 ML things requiring corrective action are currently happening, there is a verifiable cause of this wonderful state of affairs. 56. Prevent Problems At the end of the day, the lubrication specialist's reason for being on staff is to prevent problems. If lube-related problems occur, especially repetitive ones, it is an indi- cation that this individual is not doing his or her job. Admittedly, there will be exceptions. Production and maintenance personnel may attempt to blame everything on lubrication, but becoming an expert on the mechanical causes of gear and bearing failures will help reduce those accusations. In other words, assigning true causes is just as important as assuring the lubrication practices do not cause problems. 57. Four Types of Problems While cause-and-effect problems are most common in industry, there are three other types that must not be ignored, namely identification, means and ends. Identification problems usually start with the question, "What is that?" Variations on this are questions of when, where, who and how much. Seeking a solution to a causal problem without first solving the identifi- cation problem will lead to trial and error. Means problems or "how can I accomplish that?" often arise when trying to implement a solution. Variations include "What should I do next?" or "Which method should I select?" Problems of ends or goals usually are determined for the problem solver by someone higher up, but this doesn't preclude him or her from thinking about the goals. Standing back and asking, "What am I trying to accomplish?" can be produc- tive and appreciated by the boss later. 58. Immediate vs. Long-Range Solutions Most cause-and-effect problems have two aspects, immediate and long range, both of which should be addressed. e immediate effects of a problem, such as failed bearings or damaged gears, must be corrected to keep the plant running. However, there is a long-range solution that involves analyzing the problem to verify its causes and taking action to prevent the same thing from happening again. Too often, the press of time makes people forget about this second aspect. e most productive way to achieve a relatively problem-free workplace is to give attention to the long-range aspect of every problem once the immediate problem is corrected. 59. Record Lost Bearings is is not to suggest that you should tr y to record ever y loss, but even this might be achievable if your bearings are supplied by a single vendor and your computer records can provide informa- tion in a point-of-use format. Because a bearing may be used in many locations, purchasing by location may help pinpoint localized trouble. Once the most difficult bearing locations in the plant have been identified, watch those more closely for unusual activity. 60. Record All Lube-related Problems Quite often, lubricants are blamed for problems unfairly. Breakdowns are generally recorded in some fashion, and the wording may imply a lubricant cause. e prudent lube specialist will investigate all of these thoroughly. Persistent problems should be on the lubrication committee's meeting agenda until resolved. To counter the blame game, let it be known that every incident will be thoroughly investigated, and no person's opinion will stand unchallenged. Another reason for recording these incidents is to have a record of improvement to show upper management. e benefits of this approach can be powerful. ML