MACHINERY LUBRICATION- INDIA MARCH-APRIL 2020 | Page 7

MLI
brevity and keeping things simple, I’ve
taken some liberties in the narrative that
follows to condense the central points
of both Moore’s book and the ICML 55
elements (12 categories). I’ve also added a
few of my own thoughts.
The order of the following sections
is generally aligned with the main
recommendations in Moore’s book. In
other words, while all philosophies he
discusses have the potential for solid value,
it may be wise to evolve a program (crawl-
walk-run) through a series of rational steps.
The first would likely produce some quick
wins and low-hanging fruit.
As the transformation matures, more
advanced and complex philosophies can be
incorporated. In the final stage, I’ve added
autonomous technologies, e.g., Industry 4.0
and other disruptive solutions. Although
I’ve placed this stage at the end of the
maturity timeline, its order for some may
defy other precursory steps. Only history
will know for sure what lies ahead. See the
transformational change chart in Figure 1.
This exercise is far from an exact science,
and many industry-specific or company-
specific differences and special requirements
must be considered. Furthermore, these
philosophies are not mutually exclusive.
The main themes overlap and are
interrelated with the core principles of other
philosophies. I see this as particularly true
with Kaizen and TPM, for instance. A
solid case can be made that they all relate
to the lean manufacturing model as well.
Drawing all of these connections will not
be attempted.
Likewise, I will not try to reproduce the
arguments behind Moore’s conclusions or
sequence. For that, I suggest you read his
book. I will say that I in no way disagree.
So, let’s get started.
ISO 14000 (environment), ISO 45000
(health and safety) and ISO 31000 (risk
management).
Moore talks about beginning with an
overall philosophy and strategy patterned
after The Toyota Way/Production System.
He refers to long-term thinking, the
importance of top-down leadership and
the need to align reliability to the broader
organizational objectives. Closely related
are employee engagement (culture), action
plans, metrics, compliance assessments,
training, procedure-based work and much
more. This all underpins the ideology and
principles of asset management, and as
such rightly deserves the top spot in the
transformational change chart.
ICML 55 Elements: Management (12),
Skill (1)
Asset Management
I’ve discussed asset management
extensively in past columns. ICML 55.1
is an asset management standard that is
structurally aligned to ISO 55000. Across
any organization, ISO 55000 should be
harmonized with ISO 9000 (quality),
Kaizen, TPM & CBM
Many books and thousands of articles have
been written on these subjects. They are
the cornerstone of all modern concepts in
maintenance and reliability.
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