GREASING - a PROFIT CENTER - Haris Trobradovic - FLM at SDT Ultrasound Solutions
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GREASING – a PROFIT CENTER Haris Trobradovic – FLM at SDT Ultrasound Solutions
Greasing – a PROFIT center Technology, Strategy & Culture together will save your ASSets
Why do we lubricate? • Friction, wear, heat dissipation … ? • That, we do to eliminate or control • But what is the ultimate objective?
Why do we lubricate? • We want to control friction, wear, heat … • So, we can avoid failures, increase useful asset life, reduce energy consumption … • All with the goal to:
Why do we lubricate? • To increase PROFIT! • If it doesn’t affect Profit, Safety or Environment … • Why bother?
Why do we lubricate? • Will it run without lubricant? • Sure, it will, for a while • Will it run without lubrication program? • Sure, it will, with some extensive and frequent repairs
Positioning means a lot • Lubrication program is not a cost • Lubrication program is not a necessary evil • IT IS NOT a MUST, it is a CHOICE • It is there to increase profit • You choose, want more or less profit?
Those boring Lube people
… are money makers
• Lubrication IS all about making money
• Very profitable area, because:
• Investment is insignificant
• We are doing it already
• Just stop doing it wrong
Who profits from good Lube program? • Asset owner – certainly • Increased Reliability/Uptime • Less spare parts, less manhours in repair • Improved safety • Decreased energy consumption • …. elaborated numerous times
Who profits from good Lube program? • Everyone who touches asset! • Workshop • Service providers • OEM • Let’s call them OTHERS • How do they profit?
Three kinds of people • … with Grease gun in their hands: • OEM knows the best! - “believers” • Never trust OEM, I know better! - “luddites” • Trust no one, look at the data – ”good guys”
But … • Believers and luddites are on completely opposite positions • Let’s focus on them, for the moment • Good guys … do not have a position, they follow the data • We’ll talk about them later
Now, a miracle • “Believers and luddites … completely opposite positions” • But when things go south … they unite! • To blame OTHERS! (workshop, service provider, OEM …)
On-duty scapegoat - OTHERS • We did everything as recommended – still failed • We did it our way– still failed • Doesn’t matter who’s wrong or right • OTHERS lose
It’s a lose-lose • Organization loses – assets are not rotating • OTHERS – claims, reputation, contract, sale ..
Mutual interest • If it rotates – everyone is happy • Maintained properly - everyone is happy • Works well – buy more of those • USER WINS – OTHERS WIN
Somehow … • Believers and Luddites … • Seems they are both not helpful
Luddites • Will disregard any recommendation • Will do it their way • If it fails, will find a way to blame OTHERS
What about luddites? • Luddites do not help • You must prove them wrong • That is very painful job
Believers • Will blindly follow, good or bad • No one else to blame, but OTHERS • Also, no useful feedback coming from them
What about believers? • How sure you are that your recommendations are good? • How sure you can be about pre-defined conditions? • How sure you are that it is done as recommended? • Worth discussing
The “Good guys” • We’ll meet “Good guys” in few minutes
Let’s see the whole picture
Awareness
Yes, we have a problem!
Let’s define it!Meet the Assets
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Se c o n d sMeet the “guys” • Dude No.1 - Luddite • Model: “That’s NORMAL, we’ve always done it THAT way” • Habitat: Widely spread • Philosophical orientation: Fatalist, Defeatist
Meet the “guys”
• Dude No.2 - Believer
• Model: “It wasn’t me, I followed recommendations”
• Habitat: Widely spread
• Behavior: Defensive, AccusiveMeet the problems
• No real cost assigned to the failure
No.1Meet the solution • Do you, OTHERS, understand real cost of failure?
Meet the problems
• Lubrication at the end of the food chain – no importance
No.2Meet the solution • Do you, OTHERS, place Lubrication as priority, but really?
Meet the problems
• Lack of communication, involvement, discipline, control …
No.3Meet the solution • Do you, OTHERS, practice communication, discipline, control … ?
Meet the problems
• Lack of data
No.4Meet the solution • Do you, OTHERS, make you decisions about asset based on data?
Meet the problems
• Lack of culture
No.5Meet the solution • Do you, OTHERS, agree that it’s hard to build culture in big organization? • Do you, OTHERS, already have that culture in your organization?
Meet the problems
• Wrong approach: Time Based - assumption based
No.6Let’s dig in this one a little bit deeper • Where are recommendations coming from?
Let’s dig in this one a little bit deeper
Let’s dig in this one a little bit deeper
Let’s dig in this one a little bit deeper
Let’s dig in this one a little bit deeper
Let’s dig in this one a little bit deeper • Is temperature constant? • Start/stop regime against continuous operation? • Does ambient temperature have an impact? • Contamination? • Humidity, constant? • Vibration constant? • Load & speed, constant? • Novosibirsk vs. Khartoum? • … and as a result of all that:
Let’s dig in this one a little bit deeper Fascinating!!!
Let’s dig in this one a little bit deeper • Now, put this in hands of a “believer” I mentioned before • He will do exactly that • When things go bad, who is to blame? • OTHERS
Let’s dig in this one a little bit deeper • Now, put this in hands of a “luddite” I mentioned before • He will laugh and say, “I know better” • God knows what he plans to do .. • We know who is he going to blame • OTHERS
Let’s dig in this one a little bit deeper • Btw … • This: • Ends up with this: • God knows what really happened
Meet the solution • Do you, OTHERS, see the problem with Time Based concept?
Shouldn’t be that difficult • And all this time, nobody asks patient himself: • “How do you feel?”
Look at your answers, please • Do you have “YES” as an answer to all 6 questions? • If so … meet the “Good Guys” • It is YOU!
Why would you do that?
• Lot of repairs is a bad sign for Reliability
• Who shall we blame for that?
• OTHERS, of courseWhy would you do that? • Do you love the guy who repairs your assets and save your neck at 3 am? • Do you love when you see him a lot? • Ultimately, less they need you, the better
Why would you do that?
• There is a part of business in maintenance & repairs
• There is part of the business in Condition Monitoring
• There is a growing part of business in proactive area
• such as LubricationWhy would you do that? • Better Lubrication – less repairs, simpler CM • It IS happening, it WILL happen even more • Target is to reduce maintenance & repairs
Why would you do that? • Proactive is continuous, daily business • Maintenance & repairs is not, and it is also quite stressful • Someone WILL reduce maintenance & repairs • Might as well be you
Why would you do that? • Lubrication – proactive • Condition Monitoring – predictive • Maintenance & Repair – right on time • All-in-one
Why would you do that?
• As a business model – creates satisfied user
• Long-lasting and safe contract
• Business growth
• Better planning
• Repair it when they break it
• Don’t let them break it
• Charge bothSo how? • Just to get a very basic feel for Ultrasound Prevent lubricant starvation
So how? Prevent over lubrication
So how? Detect contamination
So how? Detect bearing defect
So how?
Detect grease line issues
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SecondesSo how? That is how excellent tool works But you need more
Tool or Strategy?
Strategy
• Place patient
bearingin
inthe
themiddle
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ofattention
attentionBetween you and your bearing • What is the bearing’s condition? • Does it need grease? • How much? • Is it better now?
Between you and your goals • What is ok and what should be alarm condition? • How often do I need to check my bearing condition? • Is the way I’m doing it correct? • How does it affect bearing Reliability? • How does it affect organization’s profit?
Good practice looks like this
Good practice looks like this
Good practice looks like this
Strategy is much more
Strategy is much more
Strategy is much more
This way
Complete Ultrasound
trending
Behaviour before and Outcome of each grease
after lubrication replenishment processMeasurable achievement
• Thousands of data provided by Lube team
• Complete Ultrasound CM trending, done during lubricationGoing the extra mile
• Collect Dynamic data, TWF and Spectrum while greasing
• No additional time
• No additional cost
• No additional trainingThis way
TWF before and after grease Spectrum before and after
replenishment grease replenishmentLubrication and first line of defense CM This IS Condition Monitoring data: • Collected by you • Delivered to CM team (hopefully you) • High value – fraction of the cost
What does it take to succeed? • Awareness and clearly defined problem
What does it take to succeed? • Right mindset
What does it take to succeed? • Translate your goals to user – clearly – create PROFIT for asset owner
What does it take to succeed? • Right team
What does it take to succeed? • Right technology – Ultrasound
What does it take to succeed? • Advanced algorithm – goes up/goes down is part of the history
What does it take to succeed? • Right training
As an outcome: • You make sure big group of anomalies never happens (Lube) • You detect anomalies on time, if they happen • You remove defects
As an outcome: • Same target • Same job • Same assets • Same service provider? - Why not?
As an outcome:
• My Lube technician lubricates 700 bearings to perfection
• Additionally:
• he delivers more than 1400 data into Ultrasound trends
• he delivers approx. 1400 Ultrasound TWF & Spectra
• … per monthThe choice • You can do this: • And pray that all goes fine
The choice • Or do it yourself, properly – through LUBExpert strategy • Still pray, but for good health, nice weather and fair elections • Bearings will be fine
Protect brand – prove quality
• If you are a bearing supplier – don’t let bad guys break them
• Poor lubrication kills bearings
• Reduced operating life affects the brand, affects you
• 1 sold bearing is only a fraction of value of 1 avoided failureProtect brand – prove quality • Eliminate root cause, prove the quality of your bearings • Provided service generates income, much higher than sold unit • Everyone wins
Protect brand – prove quality
• If you are a lubricant supplier – prove your claims
• Do not let bad practice put a shadow on lubricant quality
• As long as it’s applied wrongly, lubricant quality means nothing
• If you’re good, let it showProtect brand – prove quality
• LUBExpert strategy allows you to evaluate grease, and prove it
• There is data that shows
• How often was grease needed?
• How much grease was needed?
• What was the effect on the bearing operation?
• Everyone winsHow did we start? • Remember “Believers” and “Luddites”? • Remember OTHERS? • Remember “Good Guys”? • Instead of being in jeopardy, • OTHERS become GOOD GUYS
Do it right • Pick a strategy and approach that protects assets • Pick a technology that makes profit • Grease Bearings Right!
Contact Haris Trobradovic E-mail: haris.trobradovic@sdtultrasound.com www.sdtultrasound.com
Thank you! Questions? Suggestions? Experiences? Best Practices?
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