Machinery Lubrication magazine published by Noria Corporation
Issue link: https://www.e-digitaleditions.com/i/1378657
www.machinerylubrication.com | May - June 2021 | 37 www . machinerylubrication.com | May - June 2021 | ML commonly known standard that you only need a 70% to pass a class. at results in the following overall system calculation for Leroy's effort, if all of his activities are at least at a passing level: 70% X 70% X 70% X 70% X 70% X 70% = 11.7% Leroy can perform every single individual task we have assigned him with remarkably steady reliability of 70%. ere is a probability that he will perform every function to a satisfactory and, therefore passing, score. Yet, our system has failed. If you make an 11.7% on your test, there is a good chance that you'll be repeating that subject. Now, let's approach this as a system and recognize that, with honest ownership of where we are now, a strategically laid out path, skill- based and objective training, a better PM description and discipline to the task, we can net a significantly different result with modest, incremental improvements. Here is the new PM task that Leroy himself helped to write: Leroy is our point person for all aspects of the lubrication program. He adds to the improvement efforts by not only detailing the work order tasks, but also by organizing the lubrication storage area. He consoli- dates the lubricants to what is absolutely required in the facility. ose lubricants are stored in a manner that guards the inherent reliability of the oils and greases. A solid lube route is developed and covers all the lubrication points in the plant. His overall performance contributes to the system advancement. Leroy makes small yet incremental improve- ments in a relatively short time. His numbers today: 95% X 95% X 95% X 90% X 85% X 95% = 62.3% And there is still so much more to do. Leroy didn't settle for a lubrication system that was just alright; he rose to the occasion to ensure that it was all (done) right. Once you and I begin to look at maintenance tasks as individual components that make up a bigger system, we can make the small, organic changes that are force multipliers. As leaders, we are challenged to find these opportunities to make real change. In the latest calculation for Leroy's work above, I increased the first value (R1) from 70% to 95%. is can be achieved through the process of lubricant consolidation, lube storage organization and a little training. It had a major impact on this one application. Imagine that single improvement being multiplied by the number of machines that would benefit from organized and properly stored lubricants. It's my hope that this short article gives you the motivations to determine where you are on the road to having an exceptional lubrica- tion program. If you don't "own" where you are, you are still lost. It is okay to be at the beginning of the road to world-class. You have lots of company and lots of help. It is a journey we've all taken at some point. Having a lubrication program that is just alright is far from one that is all right. ML About the Author John Ross has been a practitioner of maintenance and reliability for over three decades. A former Captain in the United States Air Force, he has been recognized as a distinguished public speaker, technical writer, and presenter. He is a certified Lean Manufacturing facilitator, Process Safety Management SME, and a CMRP.