Machinery Lubrication magazine published by Noria Corporation
Issue link: https://www.e-digitaleditions.com/i/1480588
10 | September - October 2022 | www . machinerylubrication.com COVER STORY multiple options to consider — whatever the decision, it will impact the response protocols implemented. 3. Action • Ignore the results: If you decide not to respond to the oil analysis results (or your doctor's recommendations), carefully consider what result would require an immediate response and include them in your protocols. • Gather more perspective: Like gathering perspectives within the Interpretation phase, you can gather more perspective on how to respond from the OEM or oil suppliers (or peer groups and other medical professionals) and decide the best course of action. • Monitor more closely: Depending on the results, you may determine that you need to stay the course but monitor the situa- tion for a period of time. For equipment health, more frequent oil sampling, addi- tional testing or cross comparison against other condition monitoring techniques (e.g., vibration) may be in order. Again, set the protocols for what additional moni - toring should be done and the timing and triggers for immediate response. • Perform an inspection: Depending on the issue's severity, humans will get additional tests and biopsies done to confirm the results and determine possible next steps. Based on the results and interpretation of your oil analysis results, you can brief your team before performing a machine inspection to help them pinpoint what to look for. • Perform the repair: Sometimes, the best response is to perform the surgery or take the medication to repair the issue, followed by close monitoring. For machinery, the most common initial repair response is to change the oil. Follow-up with additional monitoring (e.g., oil sampling, condition moni- toring) to confirm if the issue is resolved or if further action is required (e.g., inspection). • Change the PM interval: Shorten or extend the PM interval to determine if the oil analysis results improve or degrade. is is similar to shortening the time between doctor visits and testing in order to monitor an improvement or decline in health. • Improvement projects: If you see a recur- ring problem happening, consider additional improvement projects to resolve the issue, such as flagging optimization, training and process mapping. For your own health, this could mean diet, exercise and changes to your overall lifestyle. OBJECTIVES FOR CONSIDERATION As simple as it may seem (get the data, interpret the data and decide), when it comes to setting out on a course of action for equipment maintenance (or human health maintenance, for that matter), one also needs to consider the following: 1. Focus on the long game • You run a marathon of 26 miles, 385 yards and 10 feet. If you know the goal but forget to watch for the holes in the road, the rocks, the uneven surface or the first hill at mile one, it could mean the difference between finishing the race or losing focus and getting injured. • A marathon is not a sprint; it is a long, hard race, not for the faint of heart. Neither is it easy to change the course of a less than effective maintenance program. Live with a mindset of continuous improvement, ma k ing incrementa l changes each day. 2. Keep the main thing the main thing • Do not let individual or chronic problems continue to go south. Knowledge is power, and sometimes things can be explained and corrected. We are all human beings and have vain imaginations. Do not become polarized by data or overanalyze it (analysis paralysis). Be cautious, not paranoid (there is a significant difference). • As a leader, you set the vision of where you are going and what the future looks like. You then set the mission as to how your team gets there (responsibilities and action plans). 3. Correct course as soon as possible • From time to time, you may need to course correct because of internal or external issues. It is important to get back on course as fast as you can to limit the possible downstream effects if your response is too delayed. • Set up realistic goals and key performance measurements; as the saying goes, "that which gets measured gets done." BRIEF YOUR TEAM BEFORE PERFORMING A MACHINE INSPECTION TO HELP THEM PINPOINT WHAT TO LOOK FOR.