In the interest of reducing purchasing costs and streamlining storage and handling, many organizations have substantially slashed the number of lubricant SKUs (stock keeping units) they use. They have also re-engineered the precision of their lubricant specification. There are many real and a couple of somewhat imaginary benefits to these consolidation initiatives. Let’s start with the real benefits.

These include:

Reducing stale inventory by directing more turnover (usage) across fewer lubricant products

Purging discontinued or hard-to-find lubricants from lubricant storerooms

Sole sourcing lubricants to a single distributor and perhaps brand to simplify the purchasing function and leverage volume buying (see figure 1)

Enhance usage convenience and lower risk of accidental cross-contamination (fewer drum pumps, transfer systems, filter carts, top-up containers, etc.)

Re-engineering and enhancing lubricant selection especially for machines utilizing lubricants that have drifted out of spec (perhaps as a result of several past consolidation attempts)

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These days an increasing number of companies are trying to achieve a state of lubrication called “lubrication excellence.” Others might call this “world-class” lubrication. Most understand the reliability benefit gained when excellence in lubrication is attained, yet even those who are professionals in reliability and maintenance too often have vague ideas of what defines lubrication excellence.

We all know that machines used in plant production processes are designed and built to engineering specifications intended to achieve a desired level of performance, efficiency and productivity. Using this same concept, it is reasonable to write an engineering specification for machine reliability and lubrication excellence. In the specification would be an itemized list of critical attributes needed to achieve the desired state of reliability. It should be noted that only part of the specification relates to the design and modification of the machine.

In the past, these critical attributes have sometimes been called “best practice” or the “rights of lubrication,” but what exactly defines best practice and these so-called rights? A true engineering specification must be precisely defined and purposeful. It needs to not only permit the desired level of reliability to be achieved but also be within reach of most reliability and lubrication teams.

I would like to introduce a new term called the Optimum Reference State related to the integrated and collective use of these critical attributes. Let me define this important term:

“The Optimum Reference State (ORS) is the prescribed state of machine configuration, operating conditions and maintenance activities required to achieve and sustain specific reliability objectives.”

Note the definition for the ORS does not state a requirement to “maximize” reliability. This is because a point can be reached where the incremental cost of reliability exceeds the incremental benefit (point of diminishing return). Such overspending on lubrication is seen, for example, when synthetics are used in marginal applications or when lubricants are changed too frequently. Like many things in engineering and reliability, there is a “precision” component to good decisions.

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When it comes to oil analysis and lubrication, it goes without saying that execution beats brilliance. And, this execution does not mean a single high-impact feat. Instead, it is a continuous value-building activity, beginning with perhaps a marked change in maintenance philosophy. Many refer to this as a nurturing process, i.e., nurturing your oil and hence, nurturing your machine’s lubricated surfaces. Does it take a new strategy to succeed at this? Not in all cases, but tips, tactics, and strategies definitely help. After all, why not do things the easy way and borrow the learning curve from those who have been there and done that.

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I remember my first day at a new job in 1981. This is the job that launched me into a 32-year career in lubrication. My first assignment was to conduct a telephone survey of industry professionals on various topics related to oil analysis and contamination control. I quickly learned that the industry was suffering from stagnant practices and lethargic attitudes. It was not too long thereafter when I began to have second thoughts about the wisdom of pursuing lubrication as a career path. Perhaps some of you have had similar feelings.

It took a while, but I eventually came to realize that what seemed like a dismal state in an old and generally unexciting field was actually a huge opportunity in disguise. It reminds me of the story of the two shoe salesmen. They were both sent by their factory to Africa to see if there was a market for their product. The first salesman quickly reported back: “This is a terrible business opportunity. No one wears shoes.” The second salesman reported back: “This is a fantastic business opportunity. No one wears shoes.” At first I saw the lubrication field like the first salesman. I soon came to realize the enormous potential that it actually represented.

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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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One of the best examples of courage is the man who asks to hear what he doesn’t want to hear. While it’s human nature to fear or dread bad news, the wisest among us will frequently ask for it. Why? Because winners change what losers want to leave the same.

Change starts by asking or investigating what’s wrong. This quest begins the assessment stage of programmatic transformations in reliability. Assessments are also referred to as audits, surveys, benchmarking and gap analysis. It can’t stop there. The next step is equally difficult and perhaps moves you out of your comfort zone. You must accept or acknowledge what is wrong. Many people instinctively want to play defense. You’ve seen how they respond during a substance-abuse intervention. Denial may even lead to lashing out at others to shift focus. Tunnel vision and denial impair real progress.

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Arguably, more change has occurred related to lubricant analysis and condition monitoring in the past 30 years than all other areas of lubrication. Why does this make sense? The wisest among us know that relentless measurement is a key enabler to forward progress and change. Measurement leads us to awareness and finally to action (tangible results). Of course, there are many other factors that share in importance too. These are thoroughly mapped on the Ascend Chart.

There are nine critical factors in this Condition Monitoring, Lubricant Analysis and Troubleshooting Lifecycle Stage of the Ascend chart. Each one is important enough to justify a feature article describing its purpose and application. And honestly, one or more articles on each of these subjects can already be found at machinerylubrication.com. What has become clear after years of working in the lubricant analysis field is that the concept of best practice is not as intuitive as one would expect at the outset. As a result, from my observation, the vast majority of oil analysis and inspection programs fall miserably short of their full potential.

Therein lies the opportunity and low-hanging fruit ready for harvest. Even those who have benefited from training often seem to struggle with anything more than fragmented execution. We are fully aware that knowing is not the same thing as doing. The Ascend Methodology was devised specifically to enable user organizations to succeed in full and successful execution, each stage, each level, each factor. The roadmap is clear, the journey and execution remains with you. Listen to your oil… listen to your machine. Lubricant analysis and inspection serve as the most important metric of a lubrication program. I often say, “it’s darn hard for there to be a problem with the machine without the lubricant knowing about it first.” So, let’s examine the oil the right way, again, again and again. The story is being told but we must listen and act.

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The hot stove effect was first given to learning and management science by Mark Twain. He observed that if a cat happens to jump on a hot stove, he will never jump on a hot stove again. This of course is a good thing. However, not so good is the fact that he will not jump on a cold stove either, or perhaps anything the bears the slightest resemblance to a stove

Many of us still harbor frightful childhood memories of attempts to ride a bicycle or learning to swim. Yet despite our scrapes, bruises and fear, most of us prevailed in mastering these simple skills. It is sometimes stated that perfection begins with imperfection and we’ve all heard that practice makes perfect. Imagine the number of dropped baseballs needed for the average child to learn how to play catch. But suppose, if after just one missed swing of a bat a young little leaguer tells his coach, “I’m not very good at baseball so I’m not going to play it any more.”

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