For those who strive for lubrication-enabled reliability (LER), more than 95 percent of the opportunity comes from paying close attention to the “Big Four.” These are critical attributes to the optimum reference state (ORS) needed to achieve lubrication excellence. The “Big Four” individually and collectively influence the state of lubrication, and are largely controllable by machinery maintainers. They are well-known but frequently not well-achieved. The “Big Four” are:

• Correct lubricant selection
• Stabilized lubricant health
• Contamination control
• Adequate and sustained lubricant level/supply

The first three of the “Big Four” have benefited from considerable industry attention, especially in recent years. Conversely, the last one has gone relatively unnoticed yet is no less important. Therefore, it will be the central focus of this article.

Over the past few decades, researchers and tribologists have compiled countless listings that rank the chief causes of machine failure. We’ve published many of these in Machinery Lubrication magazine. The lists ascribe the causes of abnormal machine wear to the usual suspects: contamination, overheating, misalignment, installation error, etc. There’s typically a lubrication root-cause category that is a catch-all for one or more causes that can’t be easily specified or named. I’ve seen terms used like “inadequate lubrication” and “wrong lubrication.”

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I’m afraid I have some bad news … and no, it’s not about the economy. It’s about what I often call “imaginary additives”. These are the additives that seem to exist in the minds of many lubrication practitioners but don’t exist in the physical world of lubrication reality. They seem to provide solace to those who engage in lubrication negligence but torment those who pay the bills of machinery unreliability.

As good as modern lubricants may be, they are never a panacea for bad lubrication practices. Conversely, real additives can be real problem-solvers that enhance the performance and reliability of both the machine and the lubricant. So, there’s a difference between the real and imaginary. I want you to know the difference. This column will go down the list of imaginary additives and discuss the many misconceptions that pervade the lubrication community. I hate to be a myth-buster, but reality is reality, so let’s get started:

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The designs of many common machine mechanisms have not changed significantly in decades (centuries in some cases). This is especially true where lubrication is involved. Apparently, machine designers working for original equipment manufacturers (OEMs) are under the impression that lubrication has not been, or simply cannot be, improved.

Sadly, there are new machines manufactured today based on this false premise. Conspicuous evidence of this is seen in many wet-sump oil systems found in pumps, gearing and bearings.

Good examples are the many non-circulating bearing and gear sumps that feed oil to frictional surfaces. These are wet-sump lubrication (WSL) systems that deliver lubricants using one of the following methods:

• Flood Lubrication — Frictional surfaces are submerged in a bath of oil.
• Slinger/Flinger Lubrication — Moving parts cup and toss oil to troughs and frictional zones.
• Oil Ring/Collar Lubrication — Rotating rings and collars lift oil to the top of channels and grooves where oil is fed into bearings by gravity.
• Splash Lubrication — Gear movement passing through an oil sump produces a splash or mist throughout the gearset to wet machine surfaces.
• Climbing-Oil Lubrication — Gears rotating through a wet sump lift clinging oil into gear mesh zones. Some use paddle gears to help lift and transfer oil to loaded gears.

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Lubrication is an unmistakably integral part of machine reliability. Rotating machines are dependent on lubrication decisions made, such as which lubricant to use, how the lubricant needs to be applied to the tribological zones, and what is done during operations to monitor and control the integrity of these frictional zones.

At the same time, lubrication is too often not top of mind when considering the critical aspects of rotating machines, partly because there is a lack of general understanding of the crucial role the lubricant plays in reliability. But even for those who may understand this, it still is not intuitive to manage these factors carefully. Rather, there are incorrect assumptions that lubrication is straight forward; in other words, simply “just having oil or grease in the machine is largely all that is necessary” is a perspective of many. This, coupled with the fact that lubrication is messy and not as exciting as the many other maintenance tasks, often challenge workforce culture.

As a result, the industry suffers from stagnant practices and lethargic attitudes. Although, the dismal state of an old and generally unexciting field is a huge opportunity in disguise. For plant maintenance personnel that see this opportunity, improvements in lubrication not only help avoid unnecessary costs in repairs and downtime, but also have a huge impact in improving the maintenance culture and creating a foundation for sustainable growth. But what should be the focus for improvement and achieving lubrication excellence?

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Every industrial organization has experienced the consequences of shoddy maintenance: contract penalties, junked parts, injuries, catastrophic damage, ballooning costs, missed shipping dates, irate customers, and sickly quarterly financial reports. Gone are the days when a machine had a predictable service life, after which it was replaced, continuing the cycle. Today, machinery and equipment can be maintained to achieve useful operating lives many times those attainable just a few years ago. For oil lubricated machinery there are many opportunities in what is commonly referred to as proactive maintenance.

By carefully monitoring and controlling the conditions of the oil (nurturing), many of the root causes of failure are systematically eliminated. Case studies of highly successful organizations show that oil analysis plays an important, central role in this nurturing activity. But first, in order for oil analysis to succeed the user organization must define what the goals will be.

Some people see oil analysis as a tool to help them time oil changes. Others view it in terms of its fault detection ability. Still, others apply it to a strategy relating to contamination control and filter performance monitoring. In fact, when a program is well designed and implemented, oil analysis can do all of these things and more. The key is defining what the goals will be and designing a program that will effectively meet them. One might refer to it as a ready-aim-fire strategy. The ready has to do with education on the subject of oil analysis and the development of the program goals. The aim uses the knowledge from the education to design a program that effectively meets the goals. The fire executes the plan and fine-tunes through continuous improvement.

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I have learned that excellence in lubrication is just as difficult to realize as it is rare to find. The reasons for this are many. One simple explanation is the field of lubrication is a specialty that takes education and years of experience to master – like most professions.

Companies employ professionals with specialized skills indeed (computer science, finance, marketing, etc.), but how often have you heard of a recruiter going to a college campus to interview and hire lubrication professionals? I’ve never heard of this.

Likewise, I know of no colleges or universities in North America with degree programs in lubrication. No wonder excellence in lubrication is so rare. Do you sense an opportunity here?

Lacking real knowledge in lubrication, companies must still make lubrication decisions. Decisions often seem straightforward on the surface, but below this surface, they are plagued with pitfalls that can cost companies dearly.

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While the lubrication field is rich in folklore, some of these legends are harmful to the progress of lubrication and best practices. These include false claims that lead users down the wrong road to suboptimum or even destructive maintenance practices. Some of these legends are ancient, dating back a hundred years. For example, in the early days of the petroleum industry, there were different beliefs about the potential value and uses of crude oil. In one case, around 1857, Pittsburgh druggist Samuel M. Kier began bottling petroleum oil from a brine well. Believing it had medicinal power, he sold it to his customers to be taken internally. People died young in those days.

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