So, how does lubrication stack up? In this column, the first of a three-part series, I will look at the basics of lubrication preventive maintenance (PM) procedures. In Part 2, I’ll talk about what I call “hybrid PMs”, PMs that span multiple technologies. In Part 3, I’ll discuss how you should use the information in the PM to maximum effect in the field.

Following this meeting, a professional consultant visited Schmid to determine if the right oil and lubricants were being utilized to meet maintenance goals. After much testing and analysis, the consultant determined that the oils in use were not as high quality as the company originally thought. With hard work and determined mechanics, every piece of equipment and every truck was changed over to the new brand of oil and the company seemed to have fewer lubrication related problems. Still, large amounts of money were poured into repairs and the desired results were not fully achieved.

Proper lubrication is an essential maintenance function and changing oil is one aspect of the process. Unlike changing the oil in your car based upon time or miles, oil changes for industrial equipment should be based on need where no other practical solution to restore proper lubrication is available. Too often, we schedule an oil change to rectify a contamination problem or when excessive wear is detected. In neither case is the oil change a certain correction of the root cause of the problem, and it wastes good money and further stresses the environment with hazardous waste.

Using lubrication and oil analysis to enhance machine reliability is really too simple. Behind the appearances of complexity and vale of high science are the most basic of concepts. We can try to make it difficult, but why? With the right tools and a generous amount of training, a seemingly challenging task can be transformed into something almost mundane, but still powerful.

Begin by not reading this editorial. Most “old school” lube programs like to hold to the status quo. Editorials like this one threaten their comfort zone. After all, change takes guts . . . it takes imagination . . . it takes commitment. Who’s got the time (and courage) for that?