Machinery Lubrication magazine published by Noria Corporation
Issue link: https://www.e-digitaleditions.com/i/1480588
4 | September - October 2022 | www . machinerylubrication.com A 9 K C 5 K H9 K E3 M E4 M S4 M S5 M R4 M R 5 M E 1 P E2P S 1 P S2P S3P R 1 P R 2P R3P E 5 K S6K R 6K LU BR I CAN T REC EPT I O N & ST O RA G E LUBR I CAN T SELECT I ON C ON TAM I NA T I ON C ON TR O L & L UBR I CAN T R E COND I T I ON I NG LU BR I CAN T HAND L I NG & A PPL I CA T I ON COND I T I ON MON I T O R I NG , L UBR I CAN T ANA L Y S I S & TR OUB LESHOO T I NG A 4P A 3P A 2P A 1 P C 2P C 1 P H 3P H 2P H 1 P A 8 M A 7 M A 6 M A 5 M C4 M C3 M H 8 M H 7 M H6 M H 5 M H4 M E N ERG Y CON SERV A T I ON , H E A L TH & T H E E NV I R O NM E N T By AS I SEE IT Maintenance teams are wise to the difference. ey will make you pay. So, what are the symbols of broken windows in the context of maintenance, reliability and lubrication? e first thing that comes to mind is pretending to save money by buying cheap or simply not investing. I don't mean going wildly overboard. It's always about optimizing, not maximizing. Look around you; what do you see? How do your machines appear? Are they ready for the antique roadshow? Are they cobbled together with baling wire and duct tape? Next, look at your lube room, tools, transfer containers, instruments and accessories. Are they dated, broken and collecting dust? How about the lubricants? Are they tidy, tightly sealed and fresh, or have you applied the FISH principle (First In, Still Here)? Are planning and scheduling proactive or reac- tive? Nothing breeds a dysfunctional culture more than Whack-A-Mole maintenance. Does your team still utilize paper-and-pencil methods, or are modern dynamic routing apps on mobile devices in use for inspection and PMs? e list goes on. A Picture is Worth a Thousand Words e images that follow are examples of touch- stones that drive excellence. ey are an ensemble of things done right. Good choices induce good outcomes. ere is not just a single "right way," so consider your options too. But remember, opti- mizing rarely involves doing nothing at all. Make real, lasting change, but keep improving. Be a Kaizen-driven organization and take action. Finally, if you have ideas you want to share, please forward them to me at jfitch@noria.com. ML About the Author Jim Fitch has a wealth of "in the trenches" experience in lubrication, oil analysis, tribology and machinery failure investigations. Over the past two decades, he has presented hundreds of courses on these subjects. Jim has also published more than 200 technical articles, papers and publications. He serves as a U.S. delegate to the ISO tribology and oil analysis working group. Since 2002, he has been the director and a board member of the International Council for Machinery Lubrication. He is the CEO and a co-founder of Noria Corporation. Contact Jim at jfitch@noria.com. BROKEN CULTURE 2 BROKEN MACHINES 3 CYCLE OF REPAIR & DISPAIR (CRD) BROKEN WINDOWS 1 Symbols of program decay (broken windows) promote a dysfunctional culture. This leads to breakdown maintenance and more decay. In lubrication, excellence can be clearly defined. It shouldn't be ambiguous. Contact the ICML for their recently published ICML 55.1 standard. Aligned to this is Noria's Ascend™ Chart, which tracks the progress from the current state of lubrication to the optimum reference state (excellence).