Machinery Lubrication magazine published by Noria Corporation
Issue link: https://www.e-digitaleditions.com/i/1275515
ML www . machinerylubrication.com | July - August 2020 | 41 consolidation. Over time, through the process of integrating new assets and switching lubri- cant suppliers, different lubricant brands and types tend to accumulate on site. While there are some instances where assets may initially require specific lubricants during warranty periods to maintain coverage, there is often flexibility to move to a site-specific lubricant with help from the OEM. With this being said, an initial equipment survey and routine follow-up surveys should take place at least every few years to understand which lubricants are currently onsite, which lubricants are being used and which consolidation measures can be used to reduce the overall number of lubricants being handled. Reducing the number of lubri- cants onsite drives ownership of the program and works to eliminate unnecessary associated storeroom overhead. Excess Inventory – Lubricant Storage Management Inventory is a structured and complete grouping of all parts, components and mate- rials stored on site for future use. Excess inventory creates what many individuals in the Six Sigma world call "bottlenecking," or a step in the process where the volume is limited. Maintaining more inventory than necessary can stalemate precious capital overhead and consume essential floor space in storerooms or reception areas. is is a specific concern within machinery lubrication as it can have an effect on cost and square footage and it can often play a role in the health of lubricants being staged in-house. Far too often, inventory management is overlooked within the realm of maintaining and sustaining a lubrication program. One of the first steps that should be considered in inventory management for lubricants is the minimum and maximum units of lubricants. is specific unit value should be driven off of site lubricant capacity, annual usage and supplier lead times. e minimum and maximum values should be reviewed on a biannual basis and adjusted accordingly. Another somewhat overlooked factor driving the minimum/maximum levels should be the shelf life of the lubricants. e shelf life of lubricants can range from a few months to several years depending on the type and additive packages associated with them. It is imperative that the reliability leaders at the site work with their lubricant suppliers to establish these specific timeframes. Once shelf lives and minimum/maximum values are established, sites should enforce the proper method for handling stored lubricants, i.e., First In, First Out. First In, First Out, or FIFO, methodology ensures that the site stages the most recently received lubricant in the back and pulls the oldest lubricant from stock upon use. is simple, yet effective process aids in minimizing the concern for lubricant health degradation of stored lubricants. e final parameter to discuss regarding inventory management is the use of quality assurance. Quality assurance (QA) can take place in lubricant reception in a three-phase process: 1) Hold for Test, 2) Quarantine and 3) Ready for Use. Upon reception, the lubricant is placed in the "Hold for Test" area. After sampling and test results are compiled, the lubricant moves to a Quarantine area for inspection and review if the lubricant failed testing, or to the "Ready for Use" area if it passed. Just-In-Time (JIT) – Lubricant Storage Just-In-Time (JIT) is a lean concept that is used to minimize process time within operation systems, to reduce storeroom capital overhead and to improve supplier response time. JIT provides a fantastic avenue for improving housekeeping at a site through minimized storage and better control. However, there are several machinery lubrication systems that need to be in place prior to implementing this practice—specifically minimizing storeroom lubricant storage. Employee engagement and ownership in the lubrication room is vital to ensure the proper amount of lubricant is always on site. Typically, it is a good idea to keep the dispensing station containers in the lubrication room full and have at least one full volume, based on the bulk storage container size, ready for replenishment. Once the drum in storage is used to replenish the dispensing container, a process should be set in place to automatically refill the storeroom drum. Additional planning should take place while setting up this system to address any past concerns (mass purchases) of ordering bulk lubricants based on need. Proper procurement staffing levels and supply chain engagement is another area of concern. Adequate staff needs to be available to address concerns upon arrival and storeroom personnel need to be actively involved in ensuring that concerns are minimized in the supply chain delivery process. Finally, it is important to have a strong relationship with suppliers. is concept, while effective, will often immediately come to a halt, as it should, when leadership becomes aware of reoccurring supply shortcomings. To avoid this apprehen- sion, it is critical to maintain the process and systems put in place. Waiting: Improper Task Frequency Waiting, a Six Sigma concern, can become a major issue during process optimization due to idling and the prevention of tasks being completed. One place this often rears its head in machinery lubrication is the improper selection of task frequencies. It is one thing to identify all of your site's lubrication tasks and enter them into a Computerized Maintenance Management System (CMMS) to be completed, but it is another to ensure the proper frequency has been identified. Because sites generally have a limited amount of time available for specific maintenance and operation functions, it is imperative that an educated, thought-out approach is laid out to allocate this time in a proper manner to minimize waiting. A sound first step is to review the OEM recommen- dations regarding relubrication intervals, but habitual further inspection on these frequencies is necessary based on the application it will be used in, the environmental factors it will be subjected to and the industry the lubricant is being deployed in. Using bearing regreasing interval charts and formulas as well as site historical and reliability feedback mechanisms for oil and grease tasks further enhance the site's lubrication responsibilities. Transportation – Handling of Lubricants Another concern within the realm of Six Sigma is transportation, or the transferring and handling of product throughout the process that does not add value. In the world of machinery lubrication, this concern falls under the handling of grease and especially oils during its cradle to grave process. While inventory management and just-in-time aspects have already been covered, transpor- ML