Machinery Lubrication magazine published by Noria Corporation
Issue link: https://www.e-digitaleditions.com/i/1275515
42 | July - August 2020 | www . machinerylubrication.com tation is often the largest concern of the three while guiding these lubricants through the plant. One of the keys to recognizing issues in this area is to properly identify a current and proposed process flow diagram. Greases are typically not a big endeavor and handling is often fairly simple in nature; oils, however, are a little more involved. e typical execution of oil handling tasks is as follows: at a plant, the oil starts at reception, then moves on to sampling and quality assurance in reception. It is then transferred to the lubrication room and bulk storage units. is is often followed by transferring the oil to top-up containers, which is sometimes shadowed by the use of funnels. Finally, it goes directly into the appli- cation itself. Although this seems like a pretty straight forward process, there are several steps involved. As such, there are countless opportunities for error. is can be reduced by minimizing handling steps, which as a result minimizes handling time, cross contamination and particle ingression. By establishing proce- dures, processes and documentation through handling development, sites become aware of unnecessary conduct and significantly improve the overall process. Correctly understanding and outfitting the lubricants' transportation life cycle at your site is an important endeavor that should definitely be addressed sooner rather than later. Time and Motion – Route Logistics and Development One Six Sigma area that ties directly back to poor time management is time and motion. e primary difference between time and motion concerns and transportation concerns is what you are actually observing in the process. With transportation, sites are reviewing and assessing the actual product movement, as opposed to time and motion, where the indi- vidual's performance of completing these tasks is being observed. is is especially important in machinery lubrication during the establish- ment of route tasks. Effectively optimizing lubrication routes based on location and type can significantly minimize waste in the forms of double handling, walking and other personnel process inefficiencies. Strategically developing route sequences based on the asset's location relative to other equipment and the lubrication task being performed will greatly improve task completion rate and provide opportunities to minimize unwanted mainte- nance backlogs. While there are several other variables that need to be considered during route sequencing, it is especially important to take into consideration the criticality of the asset and the prioritization of task importance or ranking. As sites begin to grow and develop with new maintenance systems being put in place, these time and motion intricacies can be easily overlooked. As a result, this area of concern needs to be documented, reevaluated and addressed accordingly. Kaizen Events – Lubrication Element Specific One of the more common principles in Lean Six Sigma is the use of kaizen events. Kaizen is often a small event that acts as a tool used by owners and operators to identify, map and improve a process through detailed flowcharting and solicitation from all parties involved in the process. ese brainstorming and execution events can last from several hours to several days depending on the complexity and length of the process being evaluated. e primary goal of kaizen events is to streamline the process by eliminating unwanted elements in the system through the collaboration of a dedicated, multi-de- partmental team. Several lubrication-related elements that would benefit greatly from the implementation of this principle in machinery lubrication include the introduction of lubri- cants, route logistics and development. It is imperative that an alliance is formed among maintenance and reliability personnel, area leaders and operators. is alliance should review lubrication processes similar to the ones mentioned above in order to understand what actions take place and which ones are necessary to the process. Due to the presence of several departments, these events can also function as an effective "buy-in" and culture change tool during the implementation phase of developing a sound lean Six Sigma program at your site. Gemba Walks – Lubrication Plant Walkdowns Gemba walks are another effective tool, used through the collection of team members, to identify site issues. ese walks are gener- ally organized for management and other personnel to break away from their contem- porary office-related duties and perform a quick walkdown of an area. ey are looking for specific observed work and areas where improvements can be made based on actual site performance. Observing, questioning and listening for addressable issues provides a swift feedback mechanism for concerns that might be overlooked by personnel working the area on a daily basis who have become accustomed to unnecessary workarounds and inefficiencies. roughout this process, it is vital to provide positive feedback to the individuals being observed to encourage a positive culture. It should be verbally communicated that these walks are being incorporated to improve site performance, as well as the experience for the individuals performing these tasks. is prin- ciple can be used in machinery lubrication by the lubrication or reliability team to advance specific program improvements as well. ese teams should already be meeting on some set BACK PAGE BASICS