Machinery Lubrication magazine published by Noria Corporation
Issue link: https://www.e-digitaleditions.com/i/325287
20 | May - June 2014 | www.machinerylubrication.com PersPeCtIVe These three factors work together as a system and should be embraced by the improvement strategy. The same concepts apply to other functions and processes in the maintenance organization and operation. Project Management For effective management of a lubrication program implementation, consider a formal project with systematic steps to be followed, moving from the identification of needs and the design of new procedures and technical requirements to implementation and management. The diagram on page 16 illus- trates the approach Noria has used successfully with numerous customers. Assess The process should begin with an assess- ment to identify opportunities for improvement. How does the current state of the lubrication program compare to the desired one? Detailed elements relating to the three categories mentioned previously (methodology, training and resources) should be benchmarked against best prac- tices. Noria utilizes a questionnaire of nearly 230 questions to assess 12 areas related to lubrication excellence. Design After the improvement opportunities have been determined, the next step is to define the desired engineering (lubrication) specifi- cations. The practices to be implemented must be described in sufficient detail so they can be put into effect properly. These may include equipment modifications, the lube room design, procedures for handling and applying lubricants, training/certification requirements, etc. The formal definition of a best practice to be implemented is called the Optimum Refer- ence State (ORS). This can be defined as the prescribed optimum state of machine config- uration, conditions and maintenance activities required to achieve and sustain reliability objectives. Lubrication excellence is achieved when the current state of lubrication approaches that of the Optimum Reference State. The ORS consists of numerous indi- vidual attributes. These attributes should be measurable, verifiable and aligned with In their book, The Heart of Change, John Kotter and Dan Cohen state that change management should include a sequence of eight steps from the moment the need of change is identified until the new culture and practices are implemented and consolidated. Below is an example of how their model may be adapted to the implementation of a lubrication excellence program. 1. Create urgency. When the need for change or the opportunities for gains with lubrication excellence have been identified, it is time to start the process of change. The leader takes the initiative to communicate and sell the project to the decision-making team. 2. Build a guiding team. Once the idea is accepted, all participants must be identified (including external consulting/engineering support). 3. Develop a vision and a strategy. A project is defined with the steps to follow along with the expected results. 4. Communicate the vision for buy-in. The vision and benefits are communicated to the entire maintenance team and other involved personnel. 5. Empower others to act. The project is executed, and everyone participates in the design and implementation of the new practices. Newer technologies, hardware and software are acquired at this time. 6. Produce short-term wins. The first benefits of the lubrication program are seen, such as a reduction in oil consumption. 7. Consolidate gains and produce more change. The most valuable benefits of a reliability program come with time, so it is necessary to stay focused and maintain the new practices. 8. Create the new culture. The new lubrication culture is implemented, but it is important to monitor through indicators, records, meetings, etc., so it becomes permanent. 8 Steps of Change Management