MACHINERY LUBRICATION- INDIA MARCH-APRIL 2020 | Page 8

AS I SEE IT
45 %
of lubrication professionals say their
organization does not have a system
to manage change in their lubrication
program, based on a recent survey at
MachineryLubrication.com
Moore points out that one of the main
benefits of Kaizen and TPM is that they are
not isolated thrusts but are instead broad-
based. They can alter culture and affect the
activity of people from the plant floor to
the CEO. As such, you enable deep and
widespread transformation, improvement
and benefit.
The strategic and tactical elements that
facilitate transformational change from
these philosophies are numerous. These
include:
• • Standardization of work practice
• • Visual systems and Inspection 2.0
• • 5-S and autonomous maintenance
• •
Cleanliness and orderly work
environment
• • Operator asset care
• • Overall equipment effectiveness (OEE)
• • PM optimization
• • Training and continuous learning
• • Motivated staff involvement
• • Continuous improvement
Moore refers to condition monitoring and
predictive maintenance as “sophisticated
inspection.” This is exactly what is
happening. Sensors and instruments serve
as data collectors. Software and algorithms
aid in problem detection, diagnosis and
prognosis. As always, there should be a root
cause emphasis (proactive maintenance)
that is paired with predictive maintenance
for early fault detection.
As condition-based maintenance (CBM)
moves increasingly online and towards
the industrial internet of things (IIoT),
the human element fades or diminishes.
Portable data collectors and human
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analysts are overtaken by real-time sensors,
predictive analytics, etc. The velocity of
these trends is real and unstoppable. While
Industry 4.0 is the buzzword that keeps
being mentioned, references are already
being made to Industry 5.0. Toyota has been very effective without Six
Sigma, using simple tools, kaizen, 5-S,
TPM and engaging the entire workforce
in improvement. Again, the point here is
to do the basics really well first (kaizen,
TPM, etc.).
ICML 55 Elements: Lube Tasks (4), Tools
(5), Inspection (6), Lubricant Analysis (7),
Waste and Energy (9-10), Contamination
Control (11) Root cause analysis (RCA) is yet one more
stalwart tool of the reliability field. Its
goal is to fix problems forever, regardless
of whether they involve a machine failure,
human issue, process problem or others.
You likely have heard of the 5 Whys, fault
trees, RCA logic charts and those famous
fishbone diagrams. Failure is a great teacher.
RCM, RCA & Six Sigma
Reliability-centered maintenance (RCM)
is the core reliability platform for many
organizations, and for good reason. It has
produced powerful and prominent tactual
methods, including failure modes and
effects analysis (FMEA), criticality analysis
(failure probability and consequences), the
P-F interval and life expectancy.
However, as Moore explains, RCM should
not preempt the foundational elements of
the first two major steps (asset management,
TPM, etc.). Some have viewed RCM as
too technical and difficult to mainstream
within an organization. Sustainability
problems have been noted. Others have
pointed to exceptional success.
Like RCM, Six Sigma is another great
tool. It is recognized for DMAIC (define,
measure, analyze, improve, control),
process design and management, analysis
of variance, balanced scorecards, and
statistical process control. Yet Moore asserts
there is a risk that Six Sigma can “consume
considerable resources in applying …
people often get so engrossed in the process
they forget the goal is to get results.” The
risk of “paralysis by analysis” is mentioned.
Instead, he suggests that it should be
“selectively applied to complex problems
that require a disciplined methodology.”
That said, Six Sigma is lauded by many
organizations around the world. Moore
describes how General Electric has been
very successful with Six Sigma because
the leadership drove the process and
demanded results. He also tells how
www.machinerylubricationindia.com
ICML 55 Elements: Optimum Lubricant
Selection (3), Troubleshooting and RCA (8),
Metrics (12)
Wisdom in Execution
To some, the advice emphasized by Moore
and summarized above may seem trivial
and a little too pedestrian. It reminds me
of the title of another one of his books,
Making Common Sense Common Practice.
Yes, sexy new technologies may possess the
cool factor, but sometimes these cutting-
edge ideas later lose their luster or die on
the vine.
Moore suggests the best strategies are those
that affect the behavior and activities of
the most people. Get leadership right, get
aptitude and attitude right, and then go on
to pursue the rest. 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.