MACHINERY LUBRICATION- INDIA NOVEMBER-DECEMBER 2019 | Page 15

COVER STORY
“With our work environment, if we stopped all our work, it would probably
take us a year to modify all the machines, but that means we wouldn’t
get anything else done,” Warwick said. “With Noria’s help, we made some
modifications online before shutdown, and then during shutdown, we made
the rest of them in only one week.”
Mohn agrees that working with Noria made a significant difference, particularly
when it comes to relationship-building.
“It’s the personal relationships that have been developed from a support
standpoint,” he said. “I know I can call up any of the guys who’ve been here and
say, ‘I have this problem, I have this need, what do I do?’ and I know that I will
get that support. That’s probably the biggest thing for me, knowing I can do that. I
know I can call up Noria to help me and support me in that decision.”
Mohn also cites the level of customer service he has received from Noria as a benefit
to creating that lasting relationship.
“I would highly recommend Noria,” he said. “If I have a problem or if I have a need,
the customer service has been incredible. We talk about the customer experience here all
the time and developing those relationships that keep customers coming back over and
over again. I don’t have anyone else I deal with that has embodied that concept as much
as Noria. It’s that personal relationship and commitment. I feel like they are invested in
my success, and I need that.”
On the Horizon
As the Winston-Salem facility continues its pursuit of lubrication excellence and reliability-
centered maintenance, the team is focused on what the future holds. For King, his goals
include additional training and sampling.
“We still have critical pieces of equipment that need to be sampled that we’re not sampling,”
he said. “We’ve got 50 samples we’re sending out quarterly, but there’s always opportunity for
more. As we get more efficient, we can do more. For my department, we need more training as
far as getting people certified in vibration. I’ve been around lubrication as long as I remember,
and there’s so much I know now that I didn’t know before.”
For Mohn, all of the current changes will lead to the Winston-Salem facility having a more self-
sustaining existence.
“In two years from now, the goal is to have self-sustaining sections within the organization,” he said.
“The infrastructure is designed to – at some point – operate on its own. That would mean we need
to be great – not good, but great – at root cause analysis, because that will take what we find in our
inspections, failures, etc., and put that all together and generate the right type of standard of work,
right type of procedures and right type of bill of materials so we have what we need when we need it.”
Mohn also would like to take the successful elements from the lube room and move them into the
plant’s maintenance infrastructure. “It’s really good linkage to how it’s all supposed to work with
the right things in the right place, and moving that deeper into the maintenance organization,” he
added. ML
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