COVER STORY - LUBRICANT SELECTION
B
lue Buffalo, now a brand within the
General Mills family, first opened
the doors of its 450,000 square-foot
Richmond, Indiana plant in June
2019. Management knew that for
the plant to be competitive, they needed a
strong reliability culture and a focus on proac-
tive maintenance and lubrication.
On the culture side, Blue Buffalo had it
covered. Plant leadership sat down with the
first group of 60 newly-hired "Buffs" and
talked about the type of plant and workplace
they wanted to create. Together, they devel-
oped a very straightforward but powerful
policy called the "N.A. Policy."
"N.A. stands for no a**holes," said Megan
Johnson, Plant Manager. "At Blue, we have
very few policies, but we passionately live our
values and fiercely protect our N.A. policy.
When you keep the problem children out, you
don't have to make an encyclopedia of policies
to address them."
Megan has 11 years of experience at the
General Mills brand, and Blue Buffalo Rich-
mond is the third plant she has managed for
the organization. She says that the plant was
designed with reliability in mind from the
beginning, thanks in large part to a previous
plant manager who understood the importance
of proactive maintenance and lubrication in
today's market.
Bennett Fitch | Noria Corporation
8
|
May - June 2022
|
www
.
machinerylubrication.com
HOW TO BUILD AN AWARD-WINNING
LUBRICATION
PROGRAM
COVER STORY
A NORIA
CASE STUDY
