Machinery Lubrication

Machinery Lubrication May June 2014

Machinery Lubrication magazine published by Noria Corporation

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specific reliability goals, and collectively serve as an engineering specification for lubrication excellence. Implement The third stage is implementing what was technically defined in the second stage. This is a more hands-on step supported by the selec- tion and acquisition of monitoring technology, installation of hardware, and deployment of the necessary training. Manage The fourth stage is managing the new system. It will be successful if the previous three stages were properly managed. It requires the use of appropriate key performance indica- tors (KPIs) to monitor the system. Is Change Management Necessary? During the implementation stage, which requires more intense field work, companies often struggle to select and purchase the proper hardware and technology that will be compatible with existing equipment and other technologies to be integrated. Obtaining external support from an experi- enced party will save time and be very helpful in this process. The project can also suffer from a slow implementation pace or incom- plete implementation and even return to old practices after supposedly being fully imple- mented. These possibilities may be the result of not involving all affected parties at the right time, a lack of communication and alignment among the implementation team, or insuf- ficient managerial support. These symptoms also indicate the absence of a good change-management strategy and a holistic vision for the project. A successful change-management initiative will include the following: • Segmentation of the project scope in terms of personnel and areas involved within the organization as well as external parties; • Effective team communication, awareness and training; • Understanding the perceptions and motivation of the involved personnel; • Aligning the vision, developing team- work, promoting change and consolidating gains; • Continuous measurement; and • Unwaivering management support. Of course, your lubrication or mainte- nance strategy will depend on the scope of the project, the size of your company and the cultural maturity of your organization, including not only the maintenance group but also top management and other areas that will be affected by the change. The bigger the organization and the project, the more relevant a good change-manage- ment initiative becomes, and the more resources will be needed for a seamless and faster implementation. About the Author Alejandro Meza is a senior technical consul- tant with Noria Corporation. He has more than 20 years of experience in the lubricant industry, technical ser vices, quality assurance, training, consulting and development in the United States, Brazil, Mexico and the Americas region. Contact Alejandro at to learn how Noria can help you manage change to support a world-class lubrication program. The challenges of programmatic change

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