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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Poor maintenance performance is rarely the result of individual failure. Instead, it reflects deeper organizational and cultural issues that influence how maintenance is planned, executed, and valued. In How to Fix a Poor Maintenance Culture, Jim Fitch examines the systemic causes behind ineffective maintenance practices and explains why cultural transformation is essential for achieving reliable, sustainable results.

Drawing on decades of experience in lubrication engineering and reliability leadership, Fitch outlines practical strategies for improving maintenance culture through leadership engagement, workforce education, standardized practices, and accountability. The article highlights how a strong maintenance culture directly impacts equipment reliability, operational efficiency, and long-term asset performance.

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