Efficient Plant April 2019 - 24

feature | lubrication strategies

8 KPIs to
Improve Your
Lube Program
Remembering the adage,
'what gets measured gets done,'
is key to ensuring effective
lubrication practices.

WHEN MECHANICAL/HYDRAULIC
devices and systems fail, the majority of their
failure modes can be directly, or indirectly,
attributed to ineffective lubrication practices.
Direct-failure modes are most often
attributed to applying to the bearing surfaces
too little, too much, or incorrect lubricant.
Indirectly, failure can be attributed to lubricant
cross-contamination (mixing of two or more
incompatible lubricants), and poor control of
solids (dirt) and fluid (water) contamination.
When the latter two are allowed to infiltrate
lubricants and bearing surface areas, they
result in rapid surface wear, seal deterioration,
and major detrimental change to a lubricant
state and its efficacy.
Remaining failures are primarily due to
design issues (overloading), assembly, or set-

24

| EFFICIENTPLANTMAG.COM

Ken Bannister
MEch Eng (UK), CMRP, MLE
Contributing Editor

up issues (warranty-related failures). Assessing
the validity and success of any lubrication
program, therefore, requires the capture and
analysis of performance data surrounding
the maintenance and availability of lubricated
systems and assets.
Performance measurement is a big deal
these days, playing a major role in assessing the
success of any management program. Several
years ago, we were introduced to the hallmark
ISO 55000: 2014 Asset Management standard.
This best-practice industry standard devotes its
entire section 9.0, to performance evaluation:
 9.1 Monitoring, measurement, analysis,
and evaluation, require the organization (in
this case the maintenance department) to
determine what to monitor and measure;
methods for monitoring, measuring and

results analysis (to ensure validity); and when
to perform measurement, reporting, analysis,
and evaluation so as to meet stakeholder
expectations in the form of asset availability,
reliability, and minimized cost.
 9.1.1.3 A set of performance indicators
should be developed to measure the asset
management activity and its outcomes.
Measurements can be quantitative, qualitative, financial, and non-financial. Indicators
should provide useful information to determine successes and areas requiring corrective
action or improvement. The organization
should consider the relationship and alignment between performance indicators.
 9.1.1.4 The asset-management system
should use data from monitoring and
measurement to identify patterns and obtain

APRIL 2019


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Efficient Plant April 2019

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