Machinery Lubrication

Machinery Lubrication May June 2014

Machinery Lubrication magazine published by Noria Corporation

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Page 11 of 77 | May - June 2014 | 7 understand the situation along with the nuances of the decision, they will either get onboard with the project or at least know enough about it to be able to make suggestions. Either of these situations is beneficial to the overall outcome of the project. Frequently, I'll spend a few hours on basic lubrication fundamentals and then begin discus- sions with the group about their particular plant. I like to use real-world examples and discuss opportunities that center around change. I also ask lots of leading questions to steer the conver- sation. When I hear, "Why haven't we always been doing it like that?" I know I've won them over. Through education and communication, I have shown them that the new way is better and has less risk than the old way. If you really want to increase the likelihood of success, put their new knowledge to use. Ask for input based on what they have learned from past experiences as well as their new awareness. When they start contributing, they will feel ownership in the cause. This is the ultimate goal. When others have contributed their ideas, time and effort to the decision for change, how can they oppose it? Change management is the single most important aspect of implementing a lubrication or reliability program. You may have the best plan, equipment and backing and still fail if the people charged with making the change on the plant floor are not 100-percent onboard. Training and education are key to this onboarding process. With the amount of training available today, there is no longer a valid reason to be unconsciously incompetent. Make training a priority before the implementa- tion of any program and you will see the likelihood of success skyrocket. About the Author Jeremy Wright is the vice president of tech- nical ser vices for Noria Corporation. He ser ves as a senior technical consultant for Lubrication Program Development projects and as a senior instructor for Noria's Machiner y Lubrication I and II training courses. He is a certified mainte - nance reliability professional through the Society for Maintenance and Reliability Professionals, and holds Machine Lubricant Analyst Level III and Machine Lubrication Technician Level II certifications through the International Council for Machiner y Lubrication. Contact Jeremy at to learn how Noria can help you implement a world-class lubrication program. 1. Fear of the Unknown – People will only take steps toward the unknown if they believe that the risk of standing still is greater than that of moving in a new direction. 2. Competency – Change in an organization often necessitates a change in skills, and some people fear they won't be able to make that transition. 3. Trust – If your organization has tried unsuccessfully to implement programs in the past, why should employees trust that this one will be successful? 4. Unconscious Incompetence – If there is no understanding of why a change is needed, the change rarely happens. 5. Ties to the Old Way – People are hard-wired and emotionally connected to a certain way of doing things. The longer they have been doing them that way, the harder it is to break that tie. 6. Failure to Communicate the Benefits – If you cannot easily help an individual or group see the benefits of change, they are much more likely to be resistant. 6 Reasons for Resistance to Change Stay Connected With Noria Follow us on Twitter Like us on Facebook Noria-Corporation/167347755061 Connect with us on LinkedIn noria-corporation Continue learning with us on YouTube noriacorp

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