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January-February 2019

TABLE OF CONTENTS

CASE STUDY 10 AS I SEE IT

Blotter Spot Testing for Metallic and Other Solid Particles
Yanbu Cement’s Journey Like most condition monitoring methods, blotter spot testing can add informa-
to World-class Lubrication tion to help answer questions about machine health and lubricant condition.

2
HYDRAULICS 14

Minimizing Hydraulic Downtime

with Proper Filtration

LUBE-TIPS 20

LESSONS IN LUBRICATION 28

Advantages of Documented Procedures

for Lubrication Tasks COVER STORY
Who Should Be Your Lubrication Technician?
PERSPECTIVE 32 Discover the benefits of having a knowledgeable and well-trained lubrication technician
as well as the qualities to look for when filling this key position.

6
Why New Oil Should Be Filtered

TRAINING AND CERTIFICATION 38

ICML Launches New Education

Badge Program

BACK PAGE BASICS 44

Developing and Sustaining a Reliability

Culture for Lubrication

EDITORIAL FEATURES DEPARTMENTS 36 Test Your Knowledge

24 Get to Know 22 Product News 37 Bookstore
27 Now on MachineryLubrication.com 26 Product Supermarket
 Jim Fitch | Noria Corporation

AS I SEE IT Oil Analysis

Blotter Spot Testing

for Metallic and Other
Solid Particles
"Like most The blotter spot test
has been discussed
As a practical matter, its ability
to reveal normal and even slightly
While each method has its own
unique interferences and lower sensi-
condition numerous times in the abnormal amounts of solid particles tivity limits, the ability of blotter spot
pages of Machinery is limited, especially without the aid testing to provide a reliable alert to
monitoring Lubrication magazine. It not only of a microscope. This generally is true abnormal particle concentrations is
methods, is one of the oldest oil analysis tests
(mid-19th century) but endures as
with other applications of blotter spot
testing. In other words, the lack of a
undisputable. Of course, this depends
on the alarm limit. Such particles
blotter spot one of the most effective at detecting visible structure (rings, starbursts, would be invisible in the oil as viewed
and even quantifying certain lubri- pasty center, etc.) is an indication of with the unaided eye. Other methods
testing adds cant abnormalities. However, the the absence of the target condition. such as patch testing, ferrography,
information blotter spot test is not commonly
known as a test for detecting and
Because of this, the blotter spot test is
less likely to produce a false negative
particle counting and elemental anal-
ysis (for small particles only) could
or data to examining particles in oil such as compared to other more advanced detect particles in this same range of
wear debris and dirt. analytical methods. concentration and particle type.
help answer
questions
about machine
health and
lubricant
condition."
This blotter shows rust Oil analysis reported This is an ISO VG 220 This ISO VG 68 bearing
from a lubricant con- 1,257 ppm lead. Other gear oil. The 870 ppm oil had an acid number
taminated with water. trace insolubles in a band iron was mostly silt-sized of 2.25, 1,257 ppm lead
Oil analysis found 397 around the central pat- wear debris and rust. The and 119 ppm copper.
parts per million (ppm) tern were observed. This lubricant was probably The oil appeared to
iron. Water is not band could be varnish heavily filtered. The base have been previously
generally observable potential, dead additives oil and other properties contaminated with
on non-engine blotters. or contamination. appeared normal. water. Babbitt distress
The base oil properties from thrust bearing
looked normal. pads or radial plain
bearings was observed.

2 | January - February 2019 | www.machinerylubrication.com


Particle Mobility
on Blotters
Soot, oxides and other
resinous (soft) insolubles in
certain oils exhibit a degree
of mobility (particle travel)
outward in a radial direction
from where the oil is intro-
duced to the blotter paper.
This can leave a recognizable
structure on the blotter.
Conversely, hard inorganic
particles such as wear debris
and dirt do not wick out into
the blotter paper well, with
the exception of the smallest
particles (e.g., less than 3
microns). This is due to the
high relative density of these
particles and their larger size.
Large particles settle
quickly and are entrapped by
the tortuous texture of the
blotter media. Small particles
and those of low density can be
more easily transported radi-
ally by the oil. The distance
of their travel is dependent on
the particles’ size, density and
shape, along with the viscosity
and density of the oil in which
they are suspended. Other
influencing factors include the
type of blotter paper, particle
polarity, certain additives (e.g.,
dispersants) and temperature
of the oil (when introduced),
as well as whether the blotter
is developed using a hot plate.
The limited mobility of
particles is a good thing when
their population in the oil is
ML
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CONTENT NOTICE: The recommendations and information provided
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 AS I SEE IT

How the Blotter Spot Test drinking glass. Don’t lay the card flat in and total travel is influenced by many
direct contact with a table top or other flat physical (e.g., viscosity) and chemical (e.g.,
Is Performed
surface, as this contact will interfere with polarity) properties, including temperature.
To perform the blotter spot test, sample
the development of the structure. Typically, after an hour or so, the blotter
the oil from an active live zone of the system,
Next, let the oil develop or wick radially is ready to be examined. Note that some
similar to conventional oil analysis. Next,
into the paper, creating a structured blotter blotters will continue to move even days
using a disposable laboratory syringe, place
spread. It will absorb outward from where later. For this reason, use a standard time
a couple drops of oil in the center of the
the oil drops were applied by capillary interval, especially if images are taken for
blotter paper (see the illustration below).
action. The rate of absorptive movement future comparison.
The oil should not be too hot, as many of
the target components become insoluble
at lower temperatures and only then can
contribute to the blotter’s structure. Room
temperature is best. If trending is performed,
the blotters should be developed at roughly
the same temperature. When trending, the
current blotter is compared to blotters from
previous samples.
Filter Paper
Allow the paper to sit in a horizontal
position, such as on the rim of a beaker or I II III

relatively low. This is because they will
deposit in a concentrated zone, in the
center of the blotter, providing more
conspicuous viewing. This feature
is more of a negative when particle
concentrations are high, as they tend
to pile on top of each other, which can
obscure the view of some large particles.
Examining Blotter
Spot Particle Deposits
The nature of solid particle
deposits can be observed in the
blotter samples shown on page 2
and below. These particles, which
are basically sediment, are largely
constrained in the central deposit
zone and slightly at the halo region
of its periphery. In most cases, the
central zone is deeply colored with
a dense debris field, similar to what
you might see in a patch test. In a
few other instances, the core region
of the central zone is distinctly

This ISO VG 460 worm
gear oil had 3,619 ppm
iron and 291 ppm copper.
Extremely fine metallic
debris was observed,
both iron and copper.
Iron comes from the
worm, and copper from
the bronze ring gear. The
pale center indicates very
small particles of iron and
copper. No base oil deg-
radation was observed.
This oil had 128 ppm silicon
and 185 ppm iron. Silica
may not be visible in this
blotter, as it usually blends
into the paper’s color and
texture. However, it is likely
a significant contributing
factor to the presence of
iron from abrasion and
surface fatigue. No base oil
distress was observed.
This is an ISO VG This gear oil has 870
680 gear oil with ppm iron. A high value
273 ppm copper and was reported from di-
766 ppm iron. The rect-reading ferrography
higher viscosity of (ferrous density). Large,
this gear oil appears concentrated ferro-
to show evidence magnetic particles were
of coarse filtration found by the lab. This is
and larger iron and evident on the blotter
copper particles, from a small, tightly
as indicated by the packed central zone. No
darker center zone. particle mobility was
observed.

4 | January - February 2019 | www.machinerylubrication.com

 ML

paler, but the color may graduate to darker tones toward

the halo periphery. PENETRATES.
The color transitions suggest some particle mobility and
that most of the particles are quite small (less than 3 microns). LUBRICATES.
This can occur when the larger particles are selectively stripped
from the oil by sump stratification (sediment) or filtration (in PROTECTS.
circulating systems). When oil is changed infrequently, there
can be a considerable buildup of small particles, often called Unlike ordinary rust solvents,
ghost riders. For more on this subject, please refer to my article Penetro’s exclusive oil-based
formulation not only breaks
in the July-August 2018 issue of Machinery Lubrication. through rust, it coats metal
The blotters shown on pages 2 and 4 are mostly from surfaces with a lubricating
industrial gear and bearing oils exhibiting abnormal levels of film that won’t wash off.
wear metals. All blotter images are roughly the same size as • Triple protection
when they were created, i.e., no magnification. Interpretation against rust.
of these blotters is always subjective and influenced heavily • Triples the life of hoist
by the experience of the analyst, knowledge of the machine chains and sprockets.
and operating conditions/exposures, and the ability to trend • Prevents thread stripping.
from a succession of previous blotters (same machine) or from
blotters from similar machines. schaefferoil.com
Note the elemental data on the oils used in the blotters
shown on pages 2 and 4. Be mindful that elemental analysis is 314.865.4100
largely unable to quantify the presence of particles larger than
3 microns. Conversely, these larger particles are quite visible
on the blotter, especially aided by microscopy. Other tests and
inspections can also aid considerably in the interpretation,
including patch testing, magnetic plugs, bottom sediment and
water (BS&W), used filter inspections, ferrous density testing,
secondary oil sample inspections, vibration, acoustic emissions
and thermal imaging.
Like most condition monitoring methods, blotter spot
testing adds information or data to help answer questions
about machine health and lubricant condition. It can provide
an effective screen for numerous conditions or potential alerts.
In many cases, it must be combined with other methods to
enable a more complete characterization of condition and
health. Despite its low-tech simplicity, it should never be
ignored or underestimated in terms of importance to the field
of condition monitoring and machine reliability. ML

About the Author

Jim Fitch has a wealth of “in the trenches” experience in
lubrication, oil analysis, tribology and machinery failure
investigations. Over the past two decades, he has presented
hundreds of courses on these subjects. Jim has also published
more than 200 technical articles, papers and publications.
He serves as a U.S. delegate to the ISO tribology and
oil analysis working group. Since 2002, he has been the
director and a board member of the International Council
for Machinery Lubrication. He is the CEO and a co-founder
of Noria Corporation. Contact Jim at jfitch@noria.com.

www.machinerylubrication.com | January - February 2019 | 5

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 COVER STORY

Who Should Be
Your Lubrication
Technician?

By William Jacobyansky,
Strategic Maintenance Consortium

Many industrial maintenance
departments put inexperienced
people in the position of lubrica-
tion technician. They make the
mistake of assuming that because
lubrication tasks appear to be simple that
being a lube tech is simple. This is supported
by human resources (HR) professionals who
seek gateways for maintenance personnel
and to keep payrolls as low as possible. This
article will discuss the benefits of having a
knowledgeable and well-trained lubrication
technician as well as the qualities you should
look for when filling this key position.
Not a Gateway Position
The work of an industrial lubrication
technician is seen by many as a simple job
that doesn’t require specific knowledge and
therefore is not deserving of a high pay grade.
Because of this, it is often used as a gateway
to bring new people into maintenance. The
premise is simple: get motivated but inexperi-
enced individuals into the department where
they can start to learn about machinery and
maintenance skills while the company is able
to get production from them as they perform
simple lubrication tasks. The position is also
frequently used as a pre-retirement post to
entice a seasoned technician who nobody

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 COVER STORY
wants to see leave but who no longer wants
to endure the physical strain of maintenance
work. Both of these strategies are prevalent in
industrial maintenance departments. However,
just because something is common doesn’t
mean it is the right thing to do.
Lubrication Isn’t Simple
Lubrication suffers from the fallacy that
it is simple. Yes, the task of injecting grease
into a bearing is simple and can be taught in
a few minutes. Changing oil is even easier.
Untrained people do it on their cars, tractors,
motorcycles and everything else all the time.
I can see why HR professionals might think
that a minimally experienced individual or
someone on his or her farewell tour should
be your lubricator – they just don’t know any
better. Maintenance professionals shouldn’t
have that excuse.
The Demand on Industrial
Equipment
There’s a significant difference between
the demand that’s put on your personal
vehicle and the demand that is placed on
industrial equipment. For example, a car
engine that lasts for 200,000 miles is consid-
ered an achievement. Now, if this engine was
averaging 10 miles per hour whenever it was
turned on, then this would mean that the car
ran for 20,000 hours or 2½ years of non-stop
runtime. In contrast, a piece of industrial
equipment is still considered new when it
is 2½ years old. A car has its oil changed
every 5,000 miles, which is equivalent to 21
days of runtime for industrial equipment,
but you expect your plant equipment to last
for 20 years or more and go six months to
a year between oil changes. To achieve this
long life, you must maintain your industrial
equipment differently than the amateur
maintains his vehicle.
Lubrication looks easy because most sites
do it poorly in that they only do part of the
job. Changing the oil and regreasing equip-
ment is the final step in the process and not
the only requirement. There’s a lot of tech-
nology in grease and oil, and understanding
it well enough to make the right decisions
cannot be done in a one-hour lunch-and-
learn with your local lubricant vendor.
8 | January - February 2019 | www.machinerylubrication.com
Salaries Easily Justified
At a plant where I worked, there was a fan
on a glass-tempering line that would dramat-
ically fail at least once a year. We monitored it
daily with vibration and infrared, and every-
thing would look great, but then it would
suddenly fail and destroy itself. There were
design flaws in the setup of the line that were
imposed by space constraints, which violated
manufacturer specifications, but this could
not be reversed.
Our lubrication technician, who had a
Level II certification and was on his way to
achieving his Level III certification, was sure
it was a problem that could be solved with the
correct lubricant application. We all scoffed
at his idea and tried several other solutions.
Fortunately for us, he was not deterred and
eventually solved the problem by switching to
a grease designed for high-stress applications.
This strategy wasn’t on anyone else’s radar
and would not have been possible without his
dedication to his craft. The savings from that
one triumph paid for his salary for as long
as the line was in operation. I don’t think a
young kid without any equipment knowledge
or a soon-to-retire mechanic who is biding
his time until retirement would have been
as effective.
There were plenty of other success stories,
but this incident was the most dramatic. Our
lube tech took us to the point where we were
starting to see incipient failures in the oil
analysis results before we saw them through
vibration readings or infrared inspections.
Now, I may be singing to the choir when
I say it takes intelligence, time and dedication
to learn how to be a good lubricator, but it
also requires a lot of hard work and tenacity
to build and maintain a good lubrication
program. I can’t see a program like this
being built and maintained by someone with
little to no equipment background who is
eager to move out of the position and into a
better paying maintenance technician role or
someone who is looking at retirement in the
near future. Of course, there are people in
those situations who have done the job well,
but I don’t think you can bank on that being
the most likely result.
Lubricants Require
Special Care
When I talk about oil, I call it the lifeblood
of the machinery and emphasize to mainte-
nance technicians the care that needs to be
taken when receiving, storing and transferring
it. Most people don’t get it. You can see them
transferring oil in an open can that they leave
sitting on a shelf in between uses. The effect
of even a soft particle like cotton is alarming
when it is put under the stress of a ball in a
high-speed bearing or between two gears. So,
what do you think all the harder dust particles
that float around in the air can do? In most
industrial facilities, the inability to sample oil
correctly or even to set up proper sampling
ports is widespread.
Grease has its own set of complications.
It faces greater temperature extremes and is
often more exposed to the environment in its
application. The possibility of mixing incom-
patible greases in the field is also a problem
that frequently is not even recognized as a risk.
Training people how to manage a lubrica-
tion program can be a difficult task when they
are surrounded by experienced team members
 ML

who think they know what they’re doing but changes in the activities and behaviors of team want a person in the position to whom you
don’t. To get individuals who are at the end members. Change, even when it is an improve- can give free rein. It’s much easier to slow
of their careers to buy into the premise that ment, never comes for free. It takes effort, and someone down who is trying to go too far and
what they’ve done for 25-35 years is wrong the effort required is reduced considerably too fast than to always be pushing someone
can be an uphill struggle. Bringing inexperi- when there is respect for the source. down the correct path.
enced people into the department and asking It also helps if the lubrication technicians
them to do everything in a new way may offer There are other qualities that can be
are confident in their abilities. To me, this is
a better chance of success, but if these indi- one of the great benefits of getting your lube beneficial, but those mentioned previously
viduals self-select out of the position shortly techs professionally certified. It makes them are the most important. Don’t default to
thereafter, it will take a long time to develop confident in their craft and credible in the the common misunderstanding of this
a good, sustainable program. eyes of plant management. being a low-paying job or even that anyone
Finally, as in almost any key position, who’s good at “fixing things” can become
Qualities of a Good you want a self-starter. Setting up and your lubrication champion. A good lube
Lubrication Technician maintaining a good lubrication program program will save you much more than it
A good lubrication technician should will be a long-term process that takes costs in terms of longer equipment life,
have knowledge about the equipment. You continuous management. It is most cost-ef- earlier recognition of problems and a better
can’t just know half of the equation. Under- fective if your lubrication technicians take
understanding of what is being done to your
standing lubricants is great, but you also need the lead in this effort. After their initial
machines. Reward the job commensurately
to know what they mean to the machine’s introduction to the principles of good lubri-
operation for a holistic view of the situation. cation, they will soon learn which direction with the value it provides. Put a quality
It helps if the person is not afraid of getting they need to go and what they need to get individual in the position and remember
dirty. This seems to be why many engineers there. This also instills that pride of owner- that preventing problems is much better than
don’t go into the field as often as they get ship, which is a powerful motivator. You fixing them. ML
involved in vibration and infrared. It also
means that someone from the maintenance
crew is a perfect candidate to be moved into
this position. However, you need to pull the
right type of maintenance person.
I always look for someone who is eager
to learn and excited by the application of
new knowledge. There is a lot of bench time
and computer time when you are learning
the details about lubrication. The properties
of additive packages, oil sample data and
sampling techniques are just a few examples
of the information that must be digested and
understood. Someone who doesn’t find any
enjoyment in this, particularly those who earn
their living by working with their hands, will
endure some very tedious days trying to assim-
ilate this information. It could be torturous for
the wrong person, which would be detrimental
to the program. Maintenance professionals are
intelligent, but many of them would rather
learn by doing than by studying.
Whether you are upgrading your lubri-
cation program or starting one from scratch,
you will need to change a lot of habits. Your
lubrication technician will be key in this
effort. For this reason, lube techs must be
respected by the rest of the department. As
they learn their craft, they will be imple-
menting improvements as well as forcing

www.machinerylubrication.com | January - February 2019 | 9

 CASE STUDY
Yanbu Cement’s Journey
to World-class Lubrication
The Yanbu Cement Co.
“Yanbu (YCC) is one of the major
Cement’s cement manufacturers
approach for in Saudi Arabia with a
developing total installed capacity of more
than 7 million tons of clinker and
a lubrication a cement dispatch capacity of more
program can be than 10 million tons per year. The
accomplished company’s lubrication program was
by any piloted by its maintenance crew,
organization which performs lube tasks along with
other activities such as overhauling,
interested repairing and replacing damaged
in achieving parts. The crew’s journey to lubri-
lubrication cation excellence would not be easy,
excellence.” as many obstacles were encountered,
including high lubricant consump-
tion, leakage and contamination
Previously, YCC lubricants were stored in a dust-prone area, and a single-handle pump was used
for different types of lubricants.
10 | January - February 2019 | www.machinerylubrication.com
By Torki Ibrahim, Yanbu Cement Co.
control problems. The following
account details how YCC success-
fully managed its lube program and
achieved a 60 percent reduction in
lubricant procurement for 2017.
In the Beginning
The story begins at the end of
2016 when the reins of the lubrica-
tion activities at YCC were handed
over to a standalone division with a
well-defined lube program. Lubri-
cation responsibilities were assigned
to specific champions who had
been transplanted into the program
during its infancy and who held
Level I Machine Lubrication Techni-
cian and Level I Machine Lubricant
Analyst certifications. The company
knew that to attain a successful
program and the desired results, a
solid foundation with highly skilled
and trained people would need to
be developed.
The goals of the lube program
were based on problems that were
currently being faced and obsta-
cles that were seen as a barrier to
world-class lubrication. A number
of practices had to be corrected. For
instance, greasing was continued
until lubricant was seen spewing
out the sides of the bearing. There
were also no written procedures for
oil changes, sampling or regreasing
tasks. The breathers were poor
quality and had not been changed
since the equipment’s installa-
tion. In addition, a single transfer
container was used for different
types of lubricants.
The program’s goals eventually
were defined as being able to perform
lubrication tasks at the right time,
apply the correct amount of lubri-
cant, carry out lube tasks according
to the written procedures, and extend
the service life of the lubricant and
equipment by improving the quality
of the breathers and filters.
Accomplishing these goals
would be challenging and would
 NO. OF TOTAL REPLACEMENT
EQUIPMENT EQUIPMENT CAPACITY LITER COST COST SAVINGS IN 2017

Hydraulic Cooler One 3,300 liters $1.60 $5,280

Rotary Kiln
Two 1,800 liters $1.81 $3,258
Gearboxes
Rotary Kiln
Two 680 liters $1.83 $1,244
Gearbox
Cement Mill
One 2,500 liters $1.73 $4,333
Gearbox
Oil drums were stored along a pathway
Vertical Mill and exposed to cement dust and high
Two 7,000 liters $1.73 $12,133
Gearboxes atmospheric temperatures.
Support Roller Bear­
Five 960 liters $1.83 $1,757
ings of Rotary Kiln
Pan conveyor
One 415 liters $1.77 $733
Gearbox

Total $28,738

Contributions of the oil analysis program in maintenance cost savings for 2017.

not be done overnight. A long-term plan was
created, with completion not expected until
2020. Along the way, the action plans were
updated continuously.
The first phase of the plan spanned from
2016 to 2019. As the program progressed,
this time frame was extended an additional
year. The most important actions of 2017
were to establish a centralized lubrication
unit and to purchase dedicated, sealed and
color-coded lubricant transfer containers.
Establishing key performance indicators
(KPIs) was also a priority. For 2018, the
main focus was on developing well-written
sampling procedures and affixing minimess
valves for sampling purposes.
Lubricant Storage
and Handling
YCC’s cement production line consists
of five sections: the crusher, raw mill, kiln,
cement mill and packing house. Every section
had been managing its lubrication program
individually. Each section also had its own
lube storage, which resulted in five storage
areas in one production line. All these storage
areas were located in an open location with
no filtration or breather system. Storing
lubricant drums in the open area exposed
them to cement dust and high atmospheric
temperatures, which normally would rise
to 131 degrees F during summer. They also
utilized a single-handle pump for different During the rainy session, water often
types of lubricants. In addition, the lubricant collected on top of the oil drums.
transfer containers and funnels used for top-up
tasks and filling small gearboxes with oil incor-
porated an open design. Employing these types
of transfer containers led to the ingression of
dust during the filling process.
Moving to best practices for lubricant
storage and handling was done in two phases.
The first phase involved the lube room. Among
the most important practices for this room
were keeping all lubricant drums in a closed
environment with no dust ingression and
placing three closed cabinets inside the room
The new centralized lubrication unit
for storing oil transfer containers, grease guns
and other accessories. YCC invested in color-
consists of two storage and handling
compartments and is designed with an
coded oil transfer containers that were sealable external dispensing station for
and dedicated to one type of lubricant to mini- emergency use during night shifts.
mize cross-contamination and to ensure the
For example, a red label with a heart is used
filled oil in a component would be clean.
The lubricant identification system (LIS) to identify a VG 320 mineral oil, while black
developed by Noria Corporation was applied with a clock shape is used to specify a VG 46
with a minor modification to meet Yanbu hydraulic oil.
Cement’s requirement for a color-blind cate- The goal of the second phase was to attain
gory. The system consists of different sections lubrication excellence in terms of lubricant
to indicate the lubricant, product name, storage and handling. A centralized lubrica-
viscosity grade and base oil type. Each type tion unit was key to these efforts. The 40-foot
of lubricant also has its own color and shape. container has two internal compartments

www.machinerylubrication.com | January - February 2019 | 11

 CASE STUDY

with no partition between them. The first
compartment is a dispensing station with 12
color-coded lines. Each line is equipped with
pumps, filters and a desiccant breather. To
minimize cross-contamination, each line is
assigned to one type of lubricant and color-
coded to correspond to the color of the oil
transfer container.
Oil Analysis
There was also room for improvement
in the YCC oil analysis program. Preventive
maintenance (PM) had been the dominant
maintenance strategy. Oil was changed based
on the PM schedule regardless of the oil’s
condition or whether it was a mineral oil or a
synthetic. Typically, the oil was changed once
a year. Sixty-six machines were included in the
oil analysis program, as they were considered
critical equipment in the production process.
Criticality was defined by the machine’s
impact on the production process.
Annual Hydraulic Lubricant Costs
$30,000
In 2017, the improved oil analysis load full bags of cement into a truck. The first
program helped to extend the service life of plant owned eight autoloader machines with
oil in the hydraulic cooler, the cement mill’s 4,000 liters of type “A” oil required annually.
main drive gearbox and three kiln gearboxes. The second plant had 12 autoloader machines
The table on page 11 shows the contributions with 6,000 liters of type “B” lubricant required
of the oil analysis program in maintenance each year. After studying the machines and
cost savings for 2017. consulting with the lubricant supplier and
the equipment manufacturer, YCC was able
Lubricant Consolidation
Lubricant consolidation can be chal-
lenging, especially for a plant with two
running production lines constructed by
different companies. The most important rule
in lubricant consolidation is that it be done
without compromising equipment reliability
or efficiency.
Yanbu Cement began by conducting
an internal audit of select lubricants and
their applications. One successful audit was
performed on the hydraulic systems of an
autoloader in the packing house. An auto-
loader is a machine designed to automatically The lubrication unit is equipped with a
trolley for shifting drums.

$25,000
$24,400
$20,000

$15,000

$10,000 $13,000

$5,000
The previous lubricant handling station
$0 was in an open area, and lubricant con-
Before After tainers were filled via dedicated drums
Consolidation Consolidation using funnels.

Before Consolidation

LUBRICANT ANNUAL REQUIREMENT LITER COST TOTAL COST

Lubricant “A” 4,000 liters $1.30 $5,200
Lubricant “B” 6,000 liters $3.20 $19,200
Total 10,000 liters $24,400

After Consolidation to One Lubricant

LUBRICANT ANNUAL REQUIREMENT LITER COST TOTAL COST Now, 12 color-coded lines have a dedi-
cated pump and filter. Each line also has
Lubricant “A” 10,000 liters $1.30 $13,000
a flow meter to indicate the remaining
oil in the drum.

12 | January - February 2019 | www.machinerylubrication.com

 spreadsheet, led to an
investment in lubri-
cation management
software. This new
software has helped
YCC manage tasks
through lube routes
and track pending
tasks. The software
can even provide KPI
The new transfer containers are sealed reports as well as a
and dedicated to a specific oil. Each type shutdown task report.
of used oil has a different color-coded lid The new lubri-
and its own label shape. cation management
software now generates a weekly lube task schedule. The mainte-
The new dispensing station is equipped with valves, lubricant nance manager monitors the key performance indicators. These
identification labels and a dispensing table which includes a KPIs evaluate the efficiency and effectiveness of ad-hoc lubrication
drain valve for draining oil spillage. task planning, scheduling and execution. A number of metrics are
to consolidate down measured including planned versus unplanned lubrication tasks, lube
to one lubricant. tasks completed and overdue lubrication tasks.
This consolidation Yanbu Cement’s approach for developing a lubrication program was
saved the company simple to apply and can be accomplished by any organization interested
more than $11,000 in achieving lubrication excellence. The key is giving the reins to a
in 2018 alone. trained lubrication team and promoting them as champions. ML
The consolida-
tion of the hydraulic
system lubricant
also resulted in
Before and after oil-filling practices additional benefits.
Previously, inter-
val-based oil changes were performed every six months in accordance
to the equipment manufacturer’s recommendations. Most manu-
facturers specify three options for oil changes: condition-based,
calendar-based and according to the operating hours. However, some
equipment manufacturers exclude oil analysis/condition-based oil
changes from their recommendations because they cannot influence
which maintenance practices are followed and do not wish to receive
negative feedback about their equipment’s reliability from customers.
Therefore, condition-based oil changes are omitted from the manu-
facturer’s recommendations. This restricts end users to a preventive
maintenance strategy.
At Yanbu Cement, all hydraulic systems of the autoloader were
joined to the oil analysis program after receiving approval from the
equipment manufacturer. The results are shown in the tables on page 12.

Lubrication Management
Lubrication tasks throughout most of the Yanbu Cement organiza-
tion had previously been managed via a spreadsheet. Most departments
used a conditional formatting feature to highlight the next tasks due,
but the spreadsheet could not determine if there was a shutdown or if all
tasks needed to be shifted until after the shutdown was over. Top-ups,
which normally were unscheduled tasks, also could not be updated
in the spreadsheet. These issues, along with other drawbacks of the

www.machinerylubrication.com | January - February 2019 | 13

 Al Smiley | GPM Hydraulic Consulting
HYDRAULICS
Minimizing Hydraulic
Downtime with
Proper Filtration
“If one or more Contamination is the
cause of approximately 90
systems in your percent of all hydraulic
plant are not system failures. If the
systems are maintained at the desired
meeting the cleanliness level and the oil tempera-
recommended ture is controlled, then downtime
ISO cleanliness can be kept to a minimum. The ideal
oil temperature for an industrial
level, examine hydraulic system is 120 degrees F. If
the system the temperature reaches 140 degrees
F, oil begins to break down. The life
to ensure the of the hydraulic oil will be cut in half
filters are in for every rise in temperature of 15
the proper degrees F above 140 degrees F.
Mobile hydraulic systems gener-
locations.” ally are designed to operate at higher
temperatures due to their smaller
reservoir size, which limits the
amount of heat that can be dissipated
to the atmosphere through reservoir
walls. A higher viscosity oil is often
used in mobile systems in order to
operate at higher temperatures.
Contaminant particles in
hydraulic systems are measured
in microns. One micron is one-​
millionth of a meter. The clearances
inside most pumps and valves are
approximately 0.0004 inch. How
small is this? Consider that a
grain of salt is 0.0039 inch or 100
microns. The lower visibility of the
human eye is 40 microns (0.00158
inch). A red blood cell is 0.0003
14 | January - February 2019 | www.machinerylubrication.com
inch or 8 microns. A particle much
smaller than what the human eye
can see is capable of causing a
hydraulic system failure.
Hydraulic filters should be
selected to protect the most critical
component in the hydraulic system.
In the “old days,” a 10-micron
filter was used to protect a system
without servo valves, but there was
no measurement for how efficient
Some hydraulic units have an in-
the 10-micron filter was. Did it
remove all particles that were 10 expensive breather that doubles
as a fill cap.
microns and above, some of the
particles or 25 percent?
Today, filters are assigned a
beta rating to determine their effi-
ciency. The beta rating represents
the number of particles that enter
the filter relative to the number of
particles that are flowing out. System
filters should have a beta rating of 75
or higher. For a 10-micron filter, this
is expressed as B10 =75. This means
that for every 75 solid, spherical
particles entering the filter which A desiccant breather can be used
are 10 microns and above, only one to remove moisture from the air
particle will exit the outlet port. Beta before it enters the tank.
ratings of 200 are common for many
the pressure in the system. This is
filters in use today.
Contamination levels in hydraulic expressed in three numbers, which
systems are measured by the ISO represent the number of contami-
4406 cleanliness code. The desired nants that are 4, 6 and 14 microns
target level is dependent on the most and above in a 1-milliliter oil
critical hydraulic component and sample. For example, if a variable
 ML

LOW/MEDIUM PRESSURE HIGH PRESSURE VERY HIGH PRESSURE

TARGET ISO 4406 UNDER 2,000 PSI 2,000 TO 3,000 PSI OVER 3,000 PSI
CLEANLINESS CODES
ISO Target Micron
ISO Target Levels Micron Ratings ISO Target Levels Micron Ratings
Levels Ratings
Fixed Displacement
20/18/15 20 19/17/14 10 18/16/13 10
Gear or Vane
Fixed Displacement
19/17/14 10 18/16/13 5 17/15/12 5
Piston
PUMPS

Variable Displace­ Not Not

18/16/13 5 17/15/12 3
ment Vane Applicable Applicable
Variable Displace­
18/16/13 5 17/15/12 3 16/14/11 3
ment Piston

Check Valve 20/18/15 20 20/18/15 20 19/17/14 10

Directional
20/18/15 20 19/17/14 10 18/16/13 5
(Solenoid)
VALVES

Flow Control 20/18/15 20 19/17/14 10 18/16/13 5

Cartridge Valve 19/17/14 10 18/16/13 5 17/15/12 3
Proportional Valve 17/15/12 3 17/15/12 3 16/14/11 3
Servo Valve 16/14/11 3 16/14/11 3 15/13/10 3
Cylinders, Vane
ACTUATORS

Motors & Gear 20/18/15 20 19/17/14 10 18/16/13 5

Motors
Piston Motors 19/17/14 10 18/16/13 5 17/15/12 3

Hydrostatic Drives 16/15/12 3 16/14/11 3 15/13/10 3

OTHER

Test Stands 15/13/10 3 15/13/10 3 15/13/10 3

These target ISO 4406 codes indicate the required cleanliness levels for various system components.

piston pump is the most critical system
component and the maximum system pres-
sure is 1,500 pounds per square inch (psi),
then the target level would be 18/16/13. A
5-micron filter is necessary to achieve this
target level.
If the same pump is used in a system
that operates at 2,500 psi, then the target
level would be 17/15/12. More metal break-
down occurs at higher system pressures.
One or more 3-micron filters would be
required to meet this target level.
If the oil sample for the 1,500 psi system
indicates a 20/18/12 level, then the system
is not being maintained to the desired stan-
dard of 18/16/13. This may be due to the
filters not having the proper beta rating or
the existing system filters being contami-
nated and allowing oil to flow through the
internal bypass check valves (if used).
Once the desired cleanliness level has
been identified, the next step is to deter-
mine where the filters should be located.
Consider the following six system locations
where contaminants can be removed.
Reservoir Breather
Whenever the oil level drops in a reser-
voir, atmospheric air will flow through the
breather. Many hydraulic units contain an
inexpensive breather that doubles as a fill
cap, but oil should never be added to the
system without being filtered. Not only is
it important to remove solid contaminants
from the air but also to keep moisture
out of the tank. Air contains water vapor,
which can turn into liquid moisture once
it cools down inside the tank. A desiccant
breather can be used to remove the mois-
ture from the air before it enters the tank.
Through the use of an adapter, this type
of breather can be mounted on the same
base as the existing, old-style breather.
The desiccant crystals will change color as
the moisture is absorbed. Most desiccant
breathers contain a 3-micron internal filter
for removing solid particles from the air.
Your selected breather should also have a
visual dirt alarm to indicate the condition
of the particulate filter.
Pump Suction Filter
The purpose of a suction filter is to
prevent large particles from entering the
pump. This filter may be in the form of
a strainer located underneath the fluid
level. These strainers usually have a 74- or
149-micron rating.
I recently consulted with a corrugated
box manufacturer which had changed

www.machinerylubrication.com | January - February 2019 | 15

HYDRAULICS
Filters often are connected in the return
lines of a system’s directional valves.
several pumps on one particular system during
the past year. When the reservoir was drained
and the suction strainer inspected, a large
split was found down the center of the screen.
When I asked how long it had been since the
strainer was changed or cleaned, the mainte-
nance mechanic said, “never in the 17 years I’ve
been at the plant.”
Suction strainers should be removed from
the reservoir at least twice per year and cleaned
or changed. Often there will be a suction filter
access flange located where the pump suction
line enters the reservoir. This permits removal
of the strainer without draining all the oil from
the tank.
A better method of cleaning the fluid to the
pump’s suction port is to mount an external
filter in the line. This filter should also have
a visual indicator to monitor the condition of
the element.
Pressure Line Filters
As pumps operate, metal breakdown
occurs. When the pressure exceeds 2,200 psi
in a system with a fixed displacement pump, a
pressure filter should be mounted in the pump
outlet line. This will filter the metal particles
prior to being directed to the system. When
a variable displacement pump is used at pres-
sures higher than 1,500 psi, a filter should be
installed in the pressure line.
The best method of monitoring the element
condition is through the use of a pressure
switch. Once the element becomes partially
contaminated and the pressure drop across the
element reaches the switch setting, an electrical
signal will be sent indicating the condition.
The switch may be used to provide an alarm
on the operator’s screen that the filter is nearly
16 | January - February 2019 | www.machinerylubrication.com
contaminated. Most pressure filters contain an and into the tank. The oil that bypasses will
internal bypass check valve to allow the oil to contain contaminants generated by the metal
continually flow to the system once the element breakdown in the pump and motor. A small
is contaminated. The rating of the check valve filter can be installed in the case drain line to
spring is usually 7-10 psi higher than the setting remove the contaminants. Prior to installing
of the pressure switch. The best method of these filters, the rating of the pump or motor
filtering is to install a dual filter system where shaft seal should be checked. For most variable
one element is active and the other is a standby. displacement pumps, the shaft seal rating is
When the pressure switch indicates the online 10-15 psi. Hydraulic motor shaft seals usually
element is contaminated, the clean filter can have a higher rating (approximately 50 psi).
be selected without shutting down the system. An internal or external check valve should also
Pressure filters are also commonly used be used to allow the oil to bypass when the
immediately upstream of proportional valves element becomes contaminated.
and servo valves. This is due to the extremely
tight clearances inside the valves. The majority Kidney-loop System
of these filters are of the non-bypassing type. A kidney-loop system consists of a separate
The filter should be mounted as close as possible pump and filter. Frequently, a heat exchanger
to the valve. It is imperative to change these is also connected in the loop. The pump
filters on a regular basis to prevent collapsing of constantly recirculates the oil in the reservoir
the element, resulting in a catastrophic failure through the filter and cooler. These filters can
of the valve. be quite large. The reservoir volume should be
turned over five to seven times in one minute
Return Line Filters by the recirculating pump. For example, if the
Filters are often connected in the return reservoir holds 3,000 gallons, to filter the oil
lines of a system’s directional valves. This five times (15,000 gallons) in one minute, a
allows the oil that exhausts out of the cylinders 250 GPM pump will be required. Gear-type
and motors to be filtered before returning to
the reservoir. However, this type of filtration
is only effective if at least 20 percent of the
system volume is ported through the element
in one minute. For example, with a pump
volume of 100 gallons per minute (GPM), a
minimum of 20 GPM should flow through
the return filter. Many systems, such as reject
kickers, only operate sporadically, rendering
the return line filter ineffective.
Visual indicators and pressure switches can
be used to monitor the element’s condition.
The issue with visual indicators is that they can Visual indicators can fail and should
fail and therefore should not be relied upon. A not be relied upon.
filter maintenance schedule can be established
by initially sampling the oil for several weeks
or months. I once consulted with a plant in
Oregon that changed the large return filter
on its press every month. After the oil was
sampled monthly, it was discovered that the
ISO cleanliness code was only exceeded after
eight months. The plant then scheduled the
element to be changed every six months.
Case Drain Filters
Any oil that bypasses a variable displace-
ment pump or an externally drained hydraulic Kidney-loop system filters may be
motor will flow through the case drain line quite large.
 ML

pumps are recommended due to their ability to withstand contaminants

better than vane or piston pumps. A visual indicator should be used to
monitor the filter’s condition.
START YOUR
There is no magic rule of thumb for the number and type of filters that
should be used in a system. Can you have too many filters in a system?
FREE SUBSCRIPTION
No, but the more that exist, the more time will be required to maintain www.machinerylubrication.com
them. Often it is assumed that the filter on a machine is working when
in reality oil is flowing through the bypass check valve.
If one or more systems in your plant are not meeting the recommended
ISO cleanliness level, examine the system to ensure the filters are in the
proper locations. Also, verify that the filters are changed on a regularly
scheduled basis. This can be established through oil analysis. By keeping
the oil in your hydraulic systems clean and cool, hydraulic downtime will
be kept at a minimum. ML

About the Author

Al Smiley is the president of GPM Hydraulic Consulting Inc., located
in Monroe, Georgia. Since 1994, GPM has provided hydraulic training,
consulting and reliability assessments to companies in the United States,
Canada, the United Kingdom and South America. Contact Al at gpm@
gpmhydraulic.com.

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 2
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 LUBE-TIPS
The “Lube-Tips” section of Machinery Lubrication magazine features innovative ideas submitted by our readers.
Did You Know?
Additional tips can be
found in our Lube-Tips
email newsletter. To receive
the Lube-Tips newsletter,
subscribe now at
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Have Some Tips?
If you have a tip to share,
email it to
editor@noria.com.
20 | January - February 2019 |
Every Drop of Oil Counts
Up to 5 gallons of oil could remain in a drum of oil that is sitting on its side while being drained through a
bung. Consider tipping the drum to get the remaining oil out. If you figure that the oil costs $4 a gallon, a waste
of 5 gallons per drum on one drum each month will end up costing you $240 a year. The savings can really add
up if your company uses multiple drums each month.
Sources of Copper in Oil
Typical sources of copper within an engine include wrist pin bushings,
thrust washers, oil pumps, governors, valve train bushings, cam bushings,
oil coolers and bearings. Copper can also be an anti-wear additive in some
oils. Additionally, high copper readings may occur during the run-in of a
new engine (say, after 500 to 1,000 hours of service) and when changing
from one brand of an oil to another.
Getting a Handle
on Oil Drums
Proper handling of oil drums is important. Drums
aren’t designed to be bounced or dropped. Full drums
weigh approximately 450 pounds, while empty drums
weigh around 36 to 38 pounds. A pail of oil weighs
about 40 pounds.
Gearbox Magnets Can Be Helpful
In enclosed gear drives with either splash or circulation systems, a magnetic plug
or magnetic filter will help collect harmful wear debris. For splash systems, use a
magnetic plug or a magnet in the bottom of the case. For circulation systems, a
magnetic filter can be used. Removing wear debris can help extend oil and machine
life. Wear debris can also be examined upon removal for troubleshooting purposes. ML
www.machinerylubrication.com
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 PRODUCT NEWS
PARTICLE COUNTER
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(PCM). The PCM can be used
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22 | January - February 2019 |
OIL DRAIN VALVE
2 The EZ Oil Drain
Valve is engineered to
replace your engine’s
stock oil drain plug for clean
and easy oil changes. No tools
are required. Simply lift and
turn the lever to drain the
oil. Return the lever, and it
locks closed. A small amount
of oil can be obtained for oil
analysis even while the engine
is running. An optional hose
end connects to a hose to drain
oil into a remote receptacle.
EZ Oil Drain Valve
www.EZoildrain.com
425-999-1200
2 4
www.machinerylubrication.com
SYNTHETIC MOTOR OIL
3 The new Amazon Basics
synthetic motor oil is
intended to be a step-up
from synthetic blends while
offering effective lubrication that
helps protect an engine’s moving
parts. Formulated for longer
drain intervals and to decrease
the likelihood of low-speed
pre-ignition, the motor oil is
designed to create a protective
coating that reduces wear on
engine components. It also
provides resistance to viscosity
and thermal breakdown while
fighting volatility burn-off, which
can reduce engine deposits and
exhaust emissions.
Amazon
www.amazon.com
800-825-1235
3
METALWORKING FLUID
4 The new Total Folia
metalworking fluid from
Total Specialties USA
is formulated to provide high
cooling and lubricating properties
for a variety of operations. Free of
mineral oils and emulsifiers, the
bio-sourced fluid is intended to
offer productivity gains, reduc-
tion of process stops, longer tool
life and reduced operating costs.
It features a long lifespan, is less
hazardous to the environment
than many other metalworking
fluids and allows normal waste
treatment methods to be applied.
Total Specialties USA
www.totalspecialties.com
800-323-3198

COLD-WEATHER
GREASE
5 6
Texas Refinery Corp.
(TRC) of Canada’s
new 880 Crown and
Chassis Extreme grease utilizes
polyalphaolefin (PAO) base oils
to allow for pumpability from
a grease gun in sub-freezing
temperatures. It is designed to
maintain the consistency of
an NLGI No. 2 grease while
offering the same properties of
the original 880 Crown and
Chassis, including a 100-pound
Timken OK Load, 1.3 percent
water washout and 0.33-millimeter
wear scar. Featuring a tempera-
ture range of 130 degrees C to
minus 40 degrees C, the grease
is presented as a true multi-
season lubricant.
Texas Refinery Corp. of Canada
www.texasrefinery.ca
800-827-0711
5
LASER
ALIGNMENT TOOL
The new Optalign
laser alignment tool
from Pruftechnik is
engineered to provide accurate
measurement results along
with easy mounting and
measuring in the field. The
system consists of a handheld
device with sensor/laser heads,
continuous measurement
mode, simultaneous real-
time machine corrections
in both horizontal and
vertical directions, automatic
evaluation of the alignment
condition, soft foot detection,
flip machine functionality and
more. The touch-screen device
is waterproof, dust-proof and
shock-proof as well as resistant
to oil, dirt and scratches. The
system also incorporates wire-
less connectivity via a Wi-Fi
connection and cloud-based
file transfer.
Pruftechnik
www.optalign-touch.com
+49-89-99616-0
6
LUBE SYSTEM PUMP
7 8
SKF’s new Electric
Compact Pump (ECP)
for single-line lubrication
systems is designed to lubricate
bearings and linear guides in
systems of up to 20 lubrication
points and a main line length of
15 meters. It includes an integrated
pressure-relief valve and is available
in three sizes with prefilled
lubricant cartridges or with plastic
reservoirs for oil or fluid grease. The
oil reservoirs come with standard
filters. The pump versions have
reservoir capacities of 1 and 1.7
liters and can be equipped with a
fill-level monitor.
SKF
www.skf.com
267-436-6000
7
www.machinerylubrication.com
ML
OIL ANALYZER
The new Spectro Genesis
analyzer from Spectro
Analytical Instruments is
an inductively coupled plasma
optical emission spectrometer
(ICP-OES) intended to provide
factory-calibrated method
packages for a variety of indus-
trial applications, including
wastewater, sludge, soil, fuel
and wear metals/additives in
oil. It can achieve rapid sample
cycle times of 90 seconds or less,
independent of the number of
elements to be analyzed. Up to
320 samples can be analyzed in
an eight-hour time frame. The
system can also analyze samples
in lower dilutions for lower
limits of detection.
Spectro Analytical Instruments
www.spectro.com
+49-2821-8-92-0
8
| January - February 2019 | 23
 GET TO KNOW

Lubrication Remains
a Priority for
Gerdau’s Peruchi
Lubrication has been a priority for Ricardo Peruchi since 2004 when he began studying why
scrap-processing equipment was failing prematurely. Peruchi discovered the main reasons for
these failures were basic things like lubrication. For the past 14 years, he has worked for Gerdau,
starting as a management associate at a scrapyard in Brazil. After serving as a reliability engineer
for the company’s steel mill in Rio de Janeiro, Peruchi was transferred internationally to another
mill in Petersburg, Virginia. In 2013, he moved to the Gerdau steel mill in Jacksonville, Florida,
where he now serves as reliability manager, leading a team of reliability technicians, maintenance
planners, fleet managers and mechanics.

Q: What types of training A: I would be managing the as we know it is a more effi-

Name: Ricardo Peruchi
Age: 39
Job Title: Reliability Manager
Company: Gerdau
Location: Jacksonville, Florida
Length of Service: 14 years
Be Featured in the
Next ‘Get to Know’
Section
Would you like to be featured in
the next “Get to Know” section
or know someone who should be
profiled in an upcoming issue of
Machinery Lubrication magazine?
Nominate yourself or fellow lubri-
cation professionals by emailing a
photo and contact information to
editor@noria.com.
have you taken to get to your
current position?
A: I have had both leadership
and technical training. My
leadership and management
training were focused on
teamwork, how to approach
people, how to deal with
and encourage teams, time
management and Six Sigma.
My technical training covered
lubrication, oil analysis, vibra-
tion analysis, ultrasound,
infrared inspections, hydrau-
lics and transformers.
Q: What professional certi-
fications have you attained?
A: I have Level I Machine
Lubrication Technician (MLT
I), Certified Reliability Leader
(CRL), Category I Vibration
Analysis, Level I Ultrasound
and Six Sigma certifications.
Q: What’s a normal work day
like for you?
planning and scheduling
process with our maintenance
planners, as well as the predic-
tive maintenance program
with our predictive technicians
and reliability engineer. I also
support analysis and manage
the mobile equipment fleet.
Q: What is the amount and
range of equipment that you
help service through lubrica-
tion/oil analysis tasks?
A: We service all the rotating
equipment for both the
melt shop and rolling mill
areas along with the critical
hydraulic systems, lubrication
systems and transformers in
the plant. For lubrication
based on time, we have more
than 300 pieces of equip-
ment, which have more than
20 lubrication points in some
cases. In January 2018, we
introduced acoustic lubri-
cation in some of the most
critical pieces of equipment,
cient methodology. For fluid
analysis, we manage more
than 70 pieces of critical
equipment each month.
Q: On what lubrication-re-
lated projects are you
currently working?
A: Currently, I’m working on
a project to reduce hydraulic
f luid consumption in the
rolling mill.
Q: What have been some of
the biggest project successes
in which you’ve played a part?
A: I’d say the successful
implementation of the Gerdau
Business System (GBS) at
the steel mill in Petersburg,
Virginia, as well as the SAP
implementation project for
Gerdau North America.
Q: How does your company
view machinery lubrication
in terms of importance and
overall business strategy?

24 | January - February 2019 | www.machinerylubrication.com

A: It’s growing each day. Safety is our No. 1
priority. There is no dirty or oily place that is
safe and free of accidents, so we need to improve START YOUR
our equipment reliability and working condi-
tions to reduce the number of accidents. Newer FREE SUBSCRIPTION
equipment is faster and more precise, but it also www.machinerylubrication.com
has tighter tolerances for mistakes. Therefore, we
must have cleaner fluid and precision lubrication.
Additionally, environmental laws are stricter,
requiring cleaner plants, contingency plans, etc.

Q: What do you see as some of the more

important trends taking place in the lubrication
and oil analysis field?

A: Online oil analysis monitoring is increasing

just like online vibration analysis.

Q: What has made your company decide to put

more emphasis on machinery lubrication?

A: Gerdau has placed an emphasis on lubrica-

tion in order to achieve a cleaner and sustainable
environment, a safer place to work, cost reduc-
tions, and equipment availability. ML

www.machinerylubrication.com | January - February 2019 | 25

 SUPERMARKET
Translucent new oil is visually assumed to be clean,
but many times contains more contamination than the
existing oil being replaced. Find out why, plus the crit-
ical proactive maintenance step to assure the new oil
is clean.
Harvard Corporation
www.harvardcorp.com
800-523-1327
The MiniLab 53 is the next generation onsite oil
analysis system for industrial machinery. The system
delivers comprehensive onsite oil analysis, providing
immediate actionable results that save time and
reduce costs for equipment operators and maintainers.
Spectro Scientific Inc.
www.spectrosci.com/products/product/
minilab-53/
978-486-0123
26 | January - February 2019 | www.machinerylubrication.com
Designed as a mobile on-line lab to measure partic-
ulate, water, and overall oil health, the PFM75 is an
easy way to track oil condition and optimize your
hydraulic and lube assets. Take control of your oil
analysis, eliminate bottle sampling error and get
results in real time.
Hy-Pro Filtration
www.hyprofiltration.com/PFM75
info@hyprofiltration.com
317-849-3535
Machinery Lubrication I (MLI) provides the
foundational skill set for applying best lubrication
practices and product knowledge. Through MLI,
students can move away from the “old-school”
methods of vague, non-specific lubrication proce-
dures and implement an excellent lubrication
program in any industrial workplace.
Noria Corporation
store.noria.com
800-597-5460
Moly Roller Chain Lube penetrates and lubricates pens,
bushings and metal surfaces. Forms a longer lasting film
that rejects abrasive particles and moisture.
Schaeffer’s Specialized Lubricants
www.schaefferoil.com
800-325-9962
info@schaefferoil.com
The Luneta Sight Glass achieves a high level of clarity
that provides a crystal-clear, undistorted view of
in-service oils – you will notice the difference imme-
diately. It is also 4X stronger than traditional acrylic
sight glasses, shatterproof and chemically resistant.
Luneta
www.luneta.com
1-888-742-2021

Find more great articles and content from Machinery Lubrication magazine online. From web exclusives and industry
news to videos, white papers, buyer’s guides and more, everything that relates to machinery lubrication is available
FEATURED
WHITE PAPERS
MachineryLubrication.
com is the place to
turn for white papers
on a host of lubrica-
tion-​related topics.
Here’s a sampling of
the latest white papers
that are currently
available for download:
• 100 Failure Modes
of Lubrication
• Winning the War on
Water Contamination
• Improve Reliability &
Profitability Through
Digitalization: 3 Keys
to Success
• The Best Gets Better:
Autoliv Deploys
Leading2Lean’s Lean
Execution System to
Worldwide Success
• Filtering Brand
New Oil - Why
and How?
Check out the full list of
white papers by visiting
MachineryLubrication.
com and clicking on the
“White Papers” link.
BY THE NUMBERS
82 %
of lubrication professionals have
used smell as an oil analysis tool,
according to a recent survey at
MachineryLubrication.com
NOW ON MACHINERYLUBRICATION.COM
now on www.MachineryLubrication.com.
How Thermography Can
Identify Bearing Problems
As with most predictive technologies,
thermography’s real value comes not from an
instantaneous measurement but the trending of
data and the further analysis of that data. Read
this article on the ML site to understand how
a non-contact infrared imager can be used to
quickly obtain a multi-point temperature profile
that can easily be assessed.
Imperial Bearing Installation,
Removal and Lubrication
Learn how to install, remove and lubricate an imperial
bearing. Video segments include preparing for bearing instal-
lation, tools required to mount a bearing, shaft tolerances,
different types of bearings, dismounting a bearing, relubrica-
tion intervals and ways to achieve long bearing life. Access this
11-minute, 29-second video at www.machinerylubrication.com.
Advantages of
Automatic Lubrication
With today's equipment running at higher speeds and longer periods, it is more
important than ever to ensure that lubrication systems provide efficient, timely appli-
cations of lubricating oil or grease. Check out this article on the ML site to find out
why many manufacturers are opting to automate their lubrication systems.
How to Fill a
Grease Gun from
Bulk Containers
When bulk-filling a grease
gun, sometimes you may need
to modify your gun. Access
this 2-minute, 37-second video
to see how to fill a grease gun
from bulk containers or with a
filler pump.
Oil Analysis Tests
to Detect Glycol
Contamination
In the same way that lubricants are a formulation of base oils and additives, anti-
freeze is formulated with additives that have various functions. One of these additives
contains potassium. Discover how to verify whether glycol is the contributor to the
potassium in your oil by reading this article on the ML site. ML
www.machinerylubrication.com | January - February 2019 | 27
 Bennett Fitch | Noria Corporation
LESSONS IN LUBRICATION

Advantages of
Documented Procedures
for Lubrication Tasks

“
Lubrication is not what
it used to be, and that’s
a good thing (and a
bad thing). There was
When lubrication a time when documented procedures
for lubrication tasks were treated
tasks are with importance. Lubrication was
documented front and center to both the cause
and solution for a large percentage
properly of machine failures in industrial
facilities. Much has been learned
and smart since then. Improved lubricants
and better engineered machines
management have enabled equipment life to be
decisions are extended. However, over time the because of how lubrication tasks are detection or early signs of failure
reduction in failures and the seem-
ineffectively managed. Following
made, those who ingly inconsequential effects of task
are seven reasons why documented
detection. This will lead to one
failure avoidance event after another.
performance have led to inattention
perform the tasks in the everyday lubrication activities.
procedures for every lubrication task In short, less overall downtime is
can offer the solution and directly achieved. Those involved are also
will be more Because of this, routine lubrication
tasks continue to take a backseat and
benefit the bottom line. more satisfied in their job tasks and
effective and at times are disregarded altogether.
7 Reasons for
become more invested in achieving
the reliability goals. Lubrication task
Even when lubrication tasks
strive to become are performed, there has been an Documented Lube documentation and actions with
epidemic of disregarding details and Procedures intention can be the soft solution to
more educated overall ownership. The result is that When lubrication tasks are an increasingly hard problem.
in lubrication the state of maintenance has reverted documented properly and smart
management decisions are made, 1. Task Precision
back to unnecessary lubrication fail-
activities." ures, but this time the cause is often those who perform the tasks will be Precision maintenance is all
carelessness or human error. more effective and strive to become about the details. When careful
Today, the most common more educated in lubrication activ- thought is put into each of the task
reason for lubrication failures is not ities. Good documentation with assignments and procedure steps,
low-quality lubricants or poorly organized response procedures is there is a better chance of achieving
designed machines. Instead, it is the key to maximizing root cause precision maintenance. This should

28 | January - February 2019 | www.machinerylubrication.com


be the most obvious reason. These details may
include matters such as who is to perform the
task, which tools will be required, in what areas
of the machine will work be performed, what
must be done, etc. For example, an oil sight-
glass inspection task should not simply involve
inspecting whether there is an accurate oil level.
Instead, it should be a more comprehensive
form of oil analysis. This type of inspection
would include all three lubrication inspection
zones: level, foam and deposits (LF&D); color
and clarity (C&C) and bottom sediment and
water (BS&W). The documentation should be
complete with steps for analyzing the oil across
all inspection zones, directions for remediation
protocol and even annotated pictures, if possible.
2. Task Confidence
(Job Satisfaction)
For many, it can be difficult to feel confident
in your job if the tasks are unclear or undefined,
particularly if you are assessed against the
outcomes. This is a common challenge for new
personnel who have been hired to take over the
lubrication activities but may not have any expe-
rience. If they are given little instruction or are
simply told to just “keep everything oiled and
greased,” they can become unsatisfied in their
jobs. Performance will go down as they consis-
tently question whether they are completing
the tasks correctly. Even worse, if the machine
experiences a lubrication-​related failure mode,
the root cause may be placed on this individual
unjustifiably. The more this occurs, the greater
the lack of confidence, and the more job perfor-
mance worsens.
3. Task Consistency
Routine lubrication tasks are often assigned
to one or two specific lubrication technicians
(or an area of the plant). This is important in
creating ownership, consistency and ease of
process control. As these individuals perform
their work over a long period of time, there
becomes less dependence on documentation for
their job tasks. This can be both good and bad.
It’s good because efficiencies can be developed,
but bad because the technicians are more likely
to deviate, simplify or overlook task require-
ments as they become more independent from
the documentation.
Keeping documentation as a routine refer-
ence helps reinforce the validity of the work
ML
ML
being done. Also, if the
documentation is updated
as deviations are proven
Ensuring Long-term Success
beneficial, these efficiencies of Your Lubrication Program
can be passed to the next If you are considering revamping your lubrication program,
individual performing there are at least two reasons why procedure documentation
the tasks. This is essential, is vital to support the long-term success of the program. As
because if the individual an improved program is implemented, many of the proactive
responsible for the lubrica- measures will result in reduced machine failures and higher
tion activities in a specific overall uptime. After years of the program maturing, there
area is suddenly unavailable likely will be changes in maintenance personnel, a shift in focus
(temporarily or perma- with reliability initiatives and even changes in management. All
nently), someone else would of this may lead to those involved losing sight of why certain
need to step in. If there is daily lubrication tasks are necessary.
improper documentation, a If few machines are experiencing lubrication-related
huge risk to the overall task failures, a perception may even arise that these tasks are irrel-
performance will emerge. evant. However, if the activities are well-documented and
While slight changes the key metrics were tracked during and after the program’s
may not be of concern for implementation, there would be evidence to show how these
many tasks, with others “irrelevant” activities are directly responsible for the reduced
like grease relubrication lubrication-related failures.
or oil sampling, even the Also, if there have been changes in the personnel responsible
smallest deviations in the for lubrication activities, it will be important to continue these
steps performed can have activities with a seamless transition. Without documentation
major consequences. For and properly scheduled assignments, a core part of the program
example, if an individual will walk out the door with those who leave.
uses the wrong type of
sample bottle or does not and extend the life of machines. Tracking task
properly flush the oil pathway, the results could compliance with documentation is a key part in
show false positives. Likewise, if the sample is seeing the true benefits of proactive lubrication
taken from the wrong location, a false negative tasks. After all, what gets measured gets done.
or false positive could occur. In both cases, the
corrective action to prevent a potential failure 5. Task Prioritization
mode from progressing will depend heavily on It’s not uncommon for lubrication techni-
these results, and the small details in the sample cians to get behind on their scheduled tasks and
procedure will play a huge role in that. for routes to fall into a backlog, particularly if
the available manpower is not adequate. For
4. Task Compliance many, this seems inevitable. As a result, planning
Proper documentation is not just about how and scheduling will require prioritization across
to perform a task but also how to report that several criteria, including all task and asset types,
the task has been completed and what the find- routes and locations. Documenting these details
ings or outcomes were. For grease relubrication is a prerequisite for creating these prioritizations.
procedures, scheduling of the next instance of Furthermore, prioritization should be optimized
relubrication will depend on when it was last routinely. Based on the results of predictive and
performed. This requires documenting the task proactive analysis from lubrication tasks or other
completion and if it was done without issue. For condition-based maintenance, machines exhib-
inspections, documentation is simply a matter iting early signs of a potential failure mode may
of verifying that each inspection point was not move up the priority list.
overlooked. If abnormal conditions are reported,
this can be trended and observed more closely or 6. Task Data Trending
converted to a corrective action. Whether it’s a specific task type on one
Proactive maintenance is one of the most machine or several task types across all machines
effective ways to avoid unexpected downtime in the plant, there is value in analyzing data
www.machinerylubrication.com | January - February 2019 | 29
LESSONS IN LUBRICATION
trends. Most condition monitoring technologies
such as oil analysis and vibration analysis are
known for their ability to apply trend tech-
niques to predict machine operating conditions
and potential failure modes. Making these
predictions and optimizing task techniques can
be greatly enhanced by analyzing the documen-
tation for task completion and feedback data.
7. Enforcing Proactive
Maintenance
Despite the overwhelming evidence of a
proactive maintenance program providing
huge returns, it has a long history of being
treated with diminished importance. Why?
Maybe because the activities are not as urgent
as rebuilding a failed pump or because there is
no instant satisfaction from daily inspections
or precise relubrication procedures. Whatever
the reason may be, this is why all lubrication
tasks should be documented. Documenting
the task requirements, scheduling, prioritizing
and monitoring compliance are effective
ways to emphasize the magnitude of these
proactive activities.
Managing Your
Lube Procedures
For today’s maintenance teams, a comput-
erized maintenance management system
(CMMS) is the standard for a repository
where documented lubrication procedures
reside. However, with the complex function-
ality and requirements of mainstream CMMS
programs, there can be challenges integrating
the specific needs of lubrication activities.
Similar to what plagues many proactive lubri-
cation requirements, a CMMS often treats
lubrication tasks with lesser importance.
For this reason, it is not unusual for plants
to opt for separate programs for lubrication
documentation, route management and other
lubrication data organization.
Regardless of how you choose to manage the
documentation for your lubrication procedures,
the following checklist can be used to evaluate
a management system:
••Is it easy to use?
••Is it easily accessible for those who need it
routinely (various levels of access permis-
sions may be required)?
30 | January - February 2019 | www.machinerylubrication.com
•• Is it easily editable for those who are
training and accountable (editing should
be limited and maintain consistency)?
••Is it aligned with standards provided by the
corporate lubrication standards manual?
• • Does it have a fixed hierarchal asset struc-
ture for organized documentation?
• • Does it offer template and format control
for the structure and organization of proce-
dures (these can be driven by the corporate
standards manual or internationally recog-
nized standards)?
• • Does it contain checklists or other evalu-
ation feedback methods for inspection
45%
of lubrication professionals
say their plant does not have
written lubrication procedures,
based on a recent poll at
MachineryLubrication.com
and quality-control tasks?
• • Does it include references to additional
supporting documentation (such as the
corporate standards manual, training
materials and internal or external subject-
matter experts)?
• • Do tasks specify tools, inventory items
or other materials required to perform
the task?
•• Do tasks specify those responsible for
performing the tasks (and the minimum
training requirements for this role),
those responsible for editing the task, as
well as any other personnel involved in
the task?
•• Are there built-in triggers between each
possible condition reported from the
condition monitoring tasks (inspections,
oil analysis, etc.) with specific follow-up
tasks to reconcile or monitor the concern?
•• Does it have route generation and docu-
mentation features to modify, assign,
review, etc., the structure of routes?
•• Are there reporting options for weekly or
monthly overviews and management
requirements?
•• Does it feature task documentation and
routing mobility?
••Is there a metrics dashboard with custom-
ization options?
••Are there compliance tracking options?
••Does it have data import and export options?
••Are terminology definitions provided?
•• Is there organized training on how to
align functionality across departments?
Managing your lubrication task documen-
tation is not always easy, but neither is dealing
with an undocumented or poorly managed
lubrication program. If your plant has just
been getting by for some time without any
control of how tasks are performed or docu-
mented, consider the opportunities available
when upgrading your lubrication program.
Coupling these improvements with other
lubrication excellence initiatives is a great
way to modernize and gain huge returns on
your investment.
While many challenges will emerge
during this process, such as changing the
culture, purchasing and installing machine
modification hardware, and obtaining
comprehensive lubrication training, with
the right action plan, these hurdles can be
overcome in a short period of time. The new
business as usual will then become business
with the right lubrication practices. ML
About the Author
Bennett Fitch is the director of product
development and Lubrication Program Develop-
ment (LPD) services for Noria Corporation. He
is a mechanical engineer who holds a Machine
Lubricant Analyst (MLA) Level III certification
and a Machine Lubrication Technician (MLT)
Level II certification through the International
Council for Machinery Lubrication (ICML).
Contact Bennett at bfitch@noria.com to learn
how Noria can help you properly document the
tasks for your lubrication program.
 Loren Green | Noria Corporation
PERSPECTIVE Contamination Control

Why New Oil

Should Be Filtered

How uncomfort-
able is it for your
organization when
of f-speci f ic at ion
product moves through your quality-​
assurance process and reaches your
customers? I’ve heard of a few
instances when this resulted in the
termination of employees, manage-
ment and even contracts. The issue
here is that customers paid for a
product they were unable to use.
Does this sound familiar?
Likewise, when you purchase
new lubricating oils, you are paying
for a product that you cannot or

“
should not put to immediate use.
What mystifies me is why so many their internal processes and mini- to guess that in nearly every case
people hold their lubricant suppliers mize these issues. Unfortunately, it it is worth the extra expense.
to a different standard than they is not enough, and to put it bluntly, The first step in this process is to
themselves are being held to as a that is your fault. Lubricant suppliers demand cleanliness.
vendor. Was there something wrong will respond to market demand. If
Until you with the money you paid? If not, why you demand cleaner lubricants, they How Lubricants Become
should there be anything wrong with will provide them. Initially, the
demand that the product you purchased? price will be higher, but as improved Contaminated
In every manufacturing process,
your lubricants Demand Cleanliness
cleanliness becomes the norm, the
price will stabilize. a certain amount of debris is
arrive in a There are numerous reasons It is up to you to perform a produced. Much of this debris is
why new lubricants are dirty or off-​ cost-benefit analysis and determine small enough to become airborne
clean, cool and specification. Contaminated drums if the extra price per lubricant unit and find its way into both the
or containers, cross-contamination of would be cheaper than the cost machinery and the product, whether
dry state, it bulk loads and container mislabeling of filtration equipment, testing, that is cement, food, metal drums or
is unlikely to are just a few. Humans are imperfect man-hours expended to clean the other products. Typically, the more
and make mistakes. Some suppliers oil or the cost of downtime and inherently dirty the process, the laxer
happen.” are working diligently to improve reduced reliability. I would venture the cleanliness controls.

32 | January - February 2019 | www.machinerylubrication.com


Crude oil extracted from the
ground is filthy with particulate
and other contaminants. As it
progresses through the refining
process, it becomes a “cleaner” fluid.
Obviously, some filtration occurs as
part of the refining process, but the
question becomes how much and to
what degree.
Even if the refinery was able to
achieve and maintain a zero partic-
ulate ingression condition, the base
oils are then loaded into railcars,
tanker trucks or tanks aboard
sea-going vessels, which is when
things begin to go sideways. What
methods are used at this time to
guard against particulate contam-
ination? Keep in mind that we have
not even begun to discuss water
contamination or the cross-contam-
ination of lubricants.
When the base oils are received
at the blending plant, what cleanli-
ness controls are in place? What is
the strategy for breathers on the bulk
oil storage tanks? Don’t overlook
additive cleanliness, as it doesn’t do
any good to maintain clean base oils
and then contaminate them with
dirty additives.
Let’s assume your base oils are
stored in a tank at the blending
plant with questionable ingression
methods, and the additives are
also of questionable cleanliness.
Now they are mixed together in a
blending vessel. How are these lubri-
cants mixed? In small batches, this
could involve something as simple as
a paddle in a handheld electric drill.
Was the container flushed with clean
base oil? What about the mixer?
Was it exposed to the environment?
Is the blending vessel left open and
exposed while mixing occurs?
For larger blends, how are they
kept clean? Again, is there an accept-
able particulate ingression strategy?
Are the mixers flushed with a clean
base oil? Are the vessels kept sealed to
limit ingression? Some plants employ
a “sparging” type of process to mix
FINAL */20/17 */19/16 */18/15
INITIAL
*/26/23 X5 X7
*/24/21 X3 X4
*/22/19 X 1.6 X2
*/20/17 -- X1.3
*/19/16 -- --
Potential life extension of hydraulic systems when lubricant cleanliness
is increased.
lubricants. What is the cleanliness of
the air in use? Is dry instrument air
utilized? What is the plant air like at
your facility?
Once the lubricant is blended, is
it filtered when it is put in its final
packaging? What are the ingression
prevention methods on the railcar,
truck or tanks for the finished lubri-
cant? For packaged lubricants, what
is the cleanliness of the container?
Drum manufacturing consists of
grinding and welding, which not
only creates metal particles but
almost guarantees that particles will
get into the drum or grease keg. For
this reason, many companies request
drums with liners.
63%
of lubrication professionals
do not filter lubricants before
placing them into storage,
according to a recent survey at
MachineryLubrication.com
What about plastic containers?
What strategies are in place to ensure
these containers are clean? Experts
agree that you should filter the
lubricant at every step in the process,
from refining to final packaging.
How can you ensure this occurs? You
have little, if any, control over what
happens to the lubricants before you
receive them.
ML
*/17/14 */16/13 */15/12 */14/11
X9 X>10 X>10 X>10 X>10
X6 X7 X9 X>10 X>10
X3 X4 X5 X7 X8
X 1.6 X2 X3 X4 X5
X 1.3 X 1.6 X2 X3 X4
Hopefully, I’ve painted a picture
of what can go wrong. I’m not
implying that this is happening or
that it will occur, but how can you
be sure? Until you demand that
your lubricants arrive in a clean,
cool and dry state, it is unlikely to
happen. Why would refineries and
additive companies bother to keep
the lubricant components clean?
Just like every other industry, there
is pressure to keep costs down. Why
should blending plants be concerned
with filtering the oil, especially if you
aren’t demanding it?
The Benefits of Cleaner
Lubricants
I can almost guarantee that the
oils you receive at your plant are
several cleanliness codes dirtier than
what you should be putting into
your machines. Cleaning your lubri-
cants as little as one cleanliness code
can provide a 35 percent increase
in equipment life. How much is a
35 percent life extension worth to
you and your organization? Have
you lost customers due to missed
deliveries? Of those, how many were
the direct result of a reliability- or
downtime-related issue?
Some suppliers are working to
provide cleaner lubricants. Those
who are have said they are doing so
in response to customers demanding
it. Several customers have even
written their cleanliness require-
ments into their service agreement,
which is a great idea.
www.machinerylubrication.com | January - February 2019 | 33
PERSPECTIVE
21/18
20/17 20/17 23/20
20/18 28/21 20/17 20/18
These results are from a study conducted a few years ago. Unfortunately, lubricant cleanliness has not progressed much across
the board. Some companies are doing better, but there is still a long way to go.
Filter Before Use
I have yet to see a lubricant
container from any supplier that
states, “Filter before use.” You are
responsible for this task, with all
its associated costs. I am encour-
aged that several of the plants I’ve
visited are filtering their oils prior
to use. Unfortunately, most of these
facilities are filtering for a random
amount of time.
For example, you might hear, “We
hook up a cart and filter each drum
for an hour before it goes into our
tanks.” How do you know an hour is
long enough or perhaps too long? For
the purposes of this article, filtering
for “too long” will cost more in energy
consumption and the time the techni-
cian spends babysitting the filter cart.
You are unlikely to damage the oils
by filtering them too long, but other
activities could offer much more value.
What concerns me most is when oils
aren’t filtered long enough, and dirty
oil is put into the equipment. Without
some type of particle counting, you
can only guess as to how long your
oils should be filtered.
Sadly, for every plant that is
filtering its oils prior to use, there
are untold numbers that are not. The
value of this simple improvement in
34 | January - February 2019 | www.machinerylubrication.com
17/14 21/18 17/14 20/17 21/18
20/17 21/18 21/18 23/20 17/14
21/18 14/11 20/17 14/11 14/11 18/15
20/18 21/18 15/12 20/17 21/18 23/20
your lubrication program cannot
be overstated. The chart on page 33
shows the potential life extension of
hydraulic systems when lubricant
cleanliness is increased.
With few exceptions, oils should
not be put into service without filtra-
tion. The length of time oil should be
filtered will vary considerably based
on the lubricant’s initial cleanliness
level, the filter’s beta ratio and the
gallon-per-minute rating of the
pump on the filtration unit.
Other Considerations
All of what has been described
previously is related to just one aspect
of the lubricant’s condition – its
cleanliness. However, the moisture
content, the possibility of lubricant
cross-contamination, mislabled
lubricants and off-specification lubri-
cants must be considered as well.
How often would you visit a
restaurant that continues to mess up
your order? How long are you willing
to sit in a restaurant and wait for your
order? How many times will you
accept the answer that it’s coming or
that it will be right out before you get
up and leave, likely never to return?
Do you think your customers are
any different? How often can you
get away with missing delivery dates?
How many of those missed deliveries
are due to equipment failure? The
majority of those failures could be
traced back to equipment wear and
particle-induced failure.
Remember, new oil does not
mean clean oil. There are countless
companies out there, including your
competitors. While it may sound
implausible, lubricant cleanliness
can in some cases be a true compe-
tive advantage. ML
About the Author
Loren Green is a senior technical
consultant with Noria Corporation,
focusing on machinery lubrication
and maintenance in support of
Noria’s Lubrication Program Devel-
opment (LPD). He is a mechanical
engineer who holds a Machine Lubri-
cation Technician (MLT) Level II
certification and a Machine Lubricant
Analyst (MLA) Level III certification
through the International Council
for Machinery Lubrication (ICML).
Contact Loren at lgreen@noria.com
to learn how Noria can help you
develop a program to filter new oil at
your plant.
 TEST YOUR KNOWLEDGE
This month, Machinery Lubrication continues its “Test Your Knowledge” section in which we focus on a group of questions from Noria’s
Practice Exam for Level I Machine Lubrication Technician and Machine Lubricant Analyst. The answers are located at the bottom of this
page. The complete 126-question practice test with expanded answers is available at store.noria.com.

Stay Connected With Noria

1. The deformation of a rolling element to carry a load is
known as what? Social icon

Rounded square

A) Boundary lubrication
Only use blue and/or white.

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Brand Guidelines.

B) Hydrodynamic lubrication
C) Elastohydrodynamic lubrication
D) Deformative film lubrication
E) Mixed film lubrication

Follow us on Twitter
2. Which additive is responsible for giving a multi- https://twitter.com/NoriaCorp
grade lubricant suitable viscosity over wide-ranging
temperature?
A) Viscosity index improver
B) Over-base detergent
C) ZDDP
D) Dispersant
E) Antioxidant

3. A common sampling frequency for an industrial

oil would be: Like us on Facebook
http://www.facebook.com/noriacorp
A) Every two weeks
B) Monthly (500 to 1,000 hours)
C) Quarterly
D) Six months
E) Yearly

essential to avoid major repairs and in some cases production loss.

would not be practical, since detecting problems and rectifying them early are
not considered cost-effective, while a sampling frequency of three, six or 12 months
A common sampling frequency for industrial oil would be monthly. Two weeks is Connect with us on LinkedIn
3. B https://www.linkedin.com/company
/noria-corporation
performance.
the base oil at concentrations as high as 10 percent for better viscosity/temperature
temperature. VI improvers, which are made from long-chain polymers, are added to
The viscosity index (VI) of oils represents how the viscosity changes with respect to
2. A

to carry the load.

the mating surfaces deform elastically (slightly) to enlarge the contact area in order
lubrication (full-film separation). However, it is called elastohydrodynamic because
It is known as elastohydrodynamic lubrication, which is a form of hydrodynamic
1. C Continue learning with us on
YouTube
ANSWERS http://www.youtube.com/user/noriacorp

36 | January - February 2019 | www.machinerylubrication.com

 BOOKSTORE
Welcome to Machinery Lubrication’s Bookstore, designed to spotlight lubrication-
related books. For a complete listing of books of interest to lubrication professionals, check out the Bookstore at store.noria.com.

Oil Analysis Basics Automotive

– Second Edition Lubricants and
Publisher: Noria Corporation
Testing
The new Second Edition Authors: Simon C. Tung
and George E. Totten
includes more detailed
This book provides a
i n format ion on oi l
comprehensive overview of
sampling, filtration and various lubrication aspects
contaminant removal, base of a typical powertrain
oils and additives, water- system, including the
in-oil contamination and engine, transmission, driveline and other compo-
removal, ASTM standards, nents. It also covers lubrication fundamentals and
Use the Correct Oil glycol testing, flash point tests, and 14 additional oil lubricant testing methods that are influenced by
Poster analysis tests. lubricant additive formulation and engine hard-
ware changes.

Lubrication Handbook of
Fundamentals — Lubrication
Second Edition and Tribology -
Authors: D. M. Pirro and Volume II: Theory
A. A. Wessol and Design - 2nd
This newly revised and Edition
expanded reference book Author: Robert W. Bruce
emphasizes the need for Sponsored by the Society
lubrication and careful lubri- of Tribologists and Lubri-
cant selection. Thoroughly updated and rewritten, the cation Engineers, this handbook incorporates
Home Sweet Home Second Edition of Lubrication Fundamentals discusses up-to-date, peer-reviewed information for tackling
Poster product basics, machine elements that require lubri- tribological problems and improving lubricants and
cation, methods of application, lubrication, lubricant tribological systems. It demonstrates how the prin-
storage and handling, lubricant conservation and ciples of tribology can address cost savings, energy
much more. conservation and environmental protection.

Machinery Lubrication I Study Pack

• • Flash Card Pack
• • 125-question Practice Exam
• • How to Take a Multiple-Choice Exam
• • Machinery Lubrication Reference Guide
•• Oil Analysis Basics
• • The Practical Handbook of
Machinery Lubrication
Keep Our
Machines Clean See page 40 for the next scheduled training class.
Poster

www.machinerylubrication.com | January - February 2019 | 37

 Paul Hiller | ICML
TRAINING AND CERTIFICATION
ICML Launches
New Education
Badge Program
While ICML’s current Since 2001, the Inter-
certifications cover national Council for
the fields of oil anal- Machinery Lubrication
ysis and lubrication (ICML) has served as the
technology, the authoritative certification
organization will soon body for front-line lubrication and
offer specialty certi- oil analysis practitioners. Its exams
fications within these are derived from bodies of knowl-
broad fields as part of edge curated and vetted by teams
the new Lubrication of volunteer subject-matter experts
Education Badge all over the world. While ICML’s
Program (LEBP). current certifications cover the fields
of oil analysis and lubrication tech-
nology, the organization will soon
offer specialty certifications within
these broad fields as part of the
new Lubrication Education Badge
Program (LEBP).
Why a Badge
Program?
ICML’s experience has shown
that personnel who have earned
Machine Lubricant Analyst (MLA)
and Machine Lubrication Technician
(MLT) certifications can save time
and money through implementation
of best practices. Such newfound
efficiency opens opportunities for
these practitioners to dedicate their
attention toward specific problem
areas, thus increasing their value to
employers and clients. The ICML
board of directors surmised that
38 | January - February 2019 | www.machinerylubrication.com
specialized certification badges
could help practitioners address such
problem areas effectively.
“The program is founded on
a series of short-duration training
sessions that provide focused
learning on fewer topics than our
larger certification programs,”
explains Alec Meinke, who serves
on ICML’s board of directors and
coordinates the badge program. “Not
only will the badge program improve
machinery reliability and life-cycle
costs through the collaborative appli-
cation of best practices, but we will
also incorporate benefits-awareness
training for industrial stakeholders
and financial decision-makers.”
Some plants may find it practical
to hire or engage badge specialists
rather than lubrication generalists.
Instead of focusing on hierarchical
certification levels, the LEBP can
provide end users with flexibility to
match training and certification to
their plant’s specific needs.
A badge will function like a tradi-
tional certification. It will involve
similar requirements, utilize its
own body of knowledge for training
purposes and feature a three-year
lifespan, although the badge exam
likely will be shorter than a stan-
dard exam. Badges will be offered as
Lubrication Programs
standalone certifications rather than
supplements, regardless of whether a
candidate has previously earned any
other ICML certifications.
Even one of the world’s most
modern and efficient gas tur-
bines, a Siemens SGT 800, expe-
riences varnish, despite having
separate lube and hydraulic oil
reservoirs. Photo courtesy of
Muhammad Uddin.
Why Varnish?
Due for rollout in late 2019,
the badge program’s initial offering
will be the Varnish and Deposit
Prevention and Removal (VDPR)
certification badge. With this badge,
practitioners can validate their qual-
ifications to perform tasks related to
lubricant degradation, lube-derived
deposits, contaminant interactions,
proactive mitigation technologies
and more. The ICML board selected

varnish as the initial LEBP topic because its prevalence
in the field merits a standalone training curriculum and
because varnish challenges are on the rise.
“Deposits and varnish comprise one of the major
problems we face, and there has been a huge increase in
recent years due to more powerful equipment, modern
lubricant chemistry and more demanding working
conditions,” observes Rüdiger Krethe, managing
director at OilDoc. “They are responsible for a serious
number of component failures and unscheduled down-
time in many applications. A standalone certificate gives
proper attention to this matter and what is needed to
overcome it.”
Krethe was one of several volunteer subject-matter
experts invited by the ICML board to form a committee
to develop the new varnish badge. Other committee
members include Muhammad Naseer Uddin of Petro-
leum Development Oman, Jatin Mehta of Fluitec
International and Matt Hobbs of EPT.
“Varnish is currently a significant problem in
many industries since it impacts a wide range of crit-
ical industrial equipment like turbines, compressors
and hydraulic control systems,” says Hobbs. “In our
daily work, we all see end users frustrated by varnish
problems. While we would always recommend as much
training as possible with general certifications like MLA
or MLT so that end users can become well-rounded
lubrication professionals, the standalone nature of the
VDPR badge may be useful for those with specific
concerns relating to varnish.”
Mehta suggests that ongoing education actually accel-
erates the need for varnish and deposit specialization.
“As more people become aware of proactive mainte-
nance practices, there is a desire to learn more about the
difficulties faced due to oil degradation,” he says. “There
is a need to understand the formation and mitigation
of varnish and its costly impact on machine reliability,
uptime and profitability.”
The basics of varnish are well-documented. Machinery
Lubrication readers certainly are aware that, even under
normal operating conditions, lubricating oil breaks down
from extended thermal and mechanical stress, resulting
in oxidation that can lead to varnish formation. Varnish
is a highly viscous mixture of degradation byproducts
— solids, liquids and gases. It generally accretes in
machinery by combining readily with any variety of
routine contaminants such as carbon-based dirt, metallic
particles, water droplets, etc.
If varnish were found only in cases of abuse or
neglect, the corrective maintenance solutions would be
obvious and ICML likely would not have considered a
certification badge for it. However, varnish is produced
naturally even through normal operations, which is why
ML
ICML invited volunteer experts to develop the Varnish and Deposit Prevention
and Removal certification badge. The team includes (from left to right) EPT's
Matt Hobbs, Petroleum Development Oman's Muhammad Naseer Uddin, OilDoc's
Rüdiger Krethe and Fluitec International's Jatin Mehta.
it is a continuous challenge for all maintenance personnel
— whether they know it or not — even in the most
well-maintained machines.
One of the first high-profile papers on the growing
challenges of varnish in machinery lubrication was
written in 1999 by ICML board member and Noria CEO
Jim Fitch. Over the years, Fluitec’s Greg Livingstone has
published multiple papers on oil degradation and varnish
mitigation. Livingstone was also instrumental in devel-
oping a method for measuring varnish potential, which
is now an ASTM test method. Even with such ongoing
research and attention, technology’s pace makes varnish
a moving target in actual practice.
Echoing Krethe’s comments, Mehta believes that
“ever-evolving base-stock technology, additives and
advances in equipment design bring in more unique
challenges to the understanding of modes of degradation,
prevention and removal.”
“Many end users still do not fully understand what
varnish is, how it forms and what solution will be best
for their needs,” notes Hobbs.
“There is a desperate need to raise the level of awareness
with industrial professionals who are responsible to keep
machines running for uninterrupted production,” adds
Uddin. “Developing the VDPR badge is the right step
for ICML to take to raise the level of awareness among
professionals for improved business performance globally.”
The Volunteer Expert Team
Putting the right team together is always key to the
success of these types of projects. Hobbs, Krethe, Uddin
and Mehta all jumped at the opportunity to develop
ICML’s inaugural badge. Krethe was first invited by
ICML to turn his attention to varnish matters in 2016.
He was joined by Hobbs and Uddin in 2017. However,
the nature of long-distance communication proved chal-
lenging at the outset. Krethe is based in Germany, while
Hobbs is in Canada and Uddin in Oman. When the
three men finally met face to face at the 2018 Reliable
www.machinerylubrication.com | January - February 2019 | 39
TRAINING AND CERTIFICATION
Plant Conference & Exhibition in Indianap-
olis, that’s when things really started to click.
“From that time forward, our meetings
were very productive,” Hobbs says. “We were
joined by Jatin Mehta (in New Jersey) shortly
thereafter.”
“Our working team comprises various
areas of expertise in the field of lubricant
varnish,” explains Uddin. “Me, from the
lubricant end-user’s perspective, to oil anal-
ysis expertise labs and oil treatment and
varnish-​removal professionals.”
The foursome
collaborated quickly to develop a body of
knowledge (BoK) library which they believed
would best provide VDPR candidates with the
knowledge required to effectively solve their
varnish problems.
“We had lots of healthy debate and discus-
sion about which topics to include in the BoK,”
recalls Mehta. “We tried to include all the real-
world scenarios of oil breakdown, maintenance
Global Training Calendar
February
MACHINERY LUBRICATION I
Cairo, Egypt • February 3 – 6, 2019
INDUSTRIAL LUBRICATION FUNDAMENTALS
Kingston, Jamaica • February 12 – 14, 2019
MACHINERY LUBRICATION I
Lima, Peru • February 12 – 14, 2019
MACHINERY LUBRICATION I
São Paulo, Brazil • February 18 – 20, 2019
OIL ANALYSIS II
Daegu, South Korea • February 18 – 21, 2019
ICML certification testing is available for most of the courses listed.
Visit www.lubecouncil.org for certification information and test dates.
40 | January - February 2019 | www.machinerylubrication.com
challenges, mechanical issues, mitigation and
condition monitoring which directly affect the
bottom line of a plant.”
Impact of the
Badge Program
The VDPR team sees a bright future not
just for the varnish badge but also for the
overall LEBP initiative.
“It is our hope that the VDPR badge will
give end users the tools they need to effectively
solve their varnish problems,” Hobbs says. “A
wide variety of varnish solutions are currently
available on the market, but we want end
users to have the knowledge that they require
to make choices that will be effective in their
specific circumstances.”
So far, the enthusiasm among the varnish
team’s members bodes well for the devel-
opment of more ICML badges under the
LEBP umbrella.
MACHINERY LUBRICATION I
Tampico, Mexico • February 19 – 21, 2019
WORKSHOP: PRACTICAL INDUSTRIAL LUBRICATION
San Jose, Costa Rica • February 26 – 27, 2019
MACHINERY LUBRICATION I
Cali, Colombia • February 26 – 28, 2019
March
MACHINERY LUBRICATION I
Johannesburg, South Africa • March 4 – 8, 2019
MACHINERY LUBRICATION I
Zaragoza, Spain • March 5 – 7, 2019
For updated dates and locations, visit Noria.com/train
“We are all eager to forge ahead with the
badge creation to provide end users with the
tools they require to ensure the performance and
reliability of their critical assets,” Hobbs adds.
Of course, the value of earning a VDPR
badge and other certifications could be
described as incalculable.
“I hope that the knowledge gained from
this badge would readily be implemented by
the professionals at their workplaces to improve
businesses and save millions of dollars for their
companies,” Uddin notes.
The VDPR committee continues to write
and vet exam questions. ICML expects to
make the new badge available in late 2019,
with others to follow. Subject-matter experts
interested in learning more about volunteer
opportunities to develop future education
badges or to participate in other industry-wide
ICML activities may send inquiries to Paul
Hiller at paulh@lubecouncil.org. ML
INDUSTRIAL LUBRICATION FUNDAMENTALS
Wanica, Suriname • March 12 – 14, 2019
MACHINERY LUBRICATION II
Mexico City, Mexico • March 12 – 14, 2019
LUBRICATION PROGRAM MANAGEMENT
Mexico City, Mexico • March 12 – 13, 2019
MACHINERY LUBRICATION II
Mexico City, Mexico • March 12 – 14, 2019
MACHINERY LUBRICATION I
Florence, Italy • March 13 – 14, 2019
MACHINERY LUBRICATION I
Odense, Denmark • March 13 – 15, 2019
 CERTIFICATION NEWS
Recent Recipients of ICML Certifications
The International Council for Machinery Lubrication (ICML) continues to provide skill certi-
fication testing for professionals in the areas of oil analysis and machinery lubrication.
The organization offers three certifications: Machine Lubricant Analyst (MLA), Machine
Lubrication Technician (MLT) and Laboratory Lubricant Analyst (LLA). ICML congratu-
lates the following individuals who recently achieved certified status in one of the three
certification areas.
Abdalla Mohamed Elmahi, MLA II
Abraham Gassan, MLA II
Ahmed Babiker Ali Mohamed, MLA II
Charles Bradley, MLA I
Haitham Ahmed Mustafa Mohammed,
MLA II
Lisseth Moreno Remolina, MLT I
Pedro Felipe Albarracin Patino, MLT I
Slawomir Lepa, MLT I
William Santiesteban Castro, MLT I
Aeris Resources
James Samson, MLA I
AGL
John Higgins, MLT II
Agnico Eagle Mines
Need to take Francis Tittley, MLT I
an exam? Alcoa
Danilo Henrique Costa e Silva, MLA I
ICML regularly holds
ALS
exam sessions throughout
Chris Heselwood, MLA II
the United States and the Ivan Lo, MLA II
world. Upcoming dates Michael Holloway, LLA I
and locations for ICML Stuart Bigham, MLA II
Aco Traykovski, MLA I
exams can be found at Adam Boyd, MLA I
www.lubecouncil.org. Andrew Bennett, MLA II
Callan Campbell, MLA II
Greg Mason, MLA II
Kane Ashworth, MLA I
Lawrence Ho, MLA I
Paul Dwayne Richards, MLA II
Youhanna Zakaria Elkomos Mikhael
ICML Certifications Bernab, MLA I
Altasteel
Rammohan Nandiraju, MLA I
LLA I
L aboratory Lubricant Altpros
Agustin Meyer Arana, MLT I
A nalyst Level I
Arcelormittal
MLA I Bart Braekeveldt, MLA I
Reinout De Baere, MLA I
M achine Lubricant Wouter Schaepdryver, MLA I
A nalyst Level I Archer Daniels Midland Co.
Joshua Taylor, MLA II
MLA II Ascend Performance Materials
M achine Lubricant
William Brazell, MLA II
A nalyst Level II
ATI Metals
Chad Richey, MLA II & MLT II
MLA III John Batrouny, MLT II
M achine Lubricant Patrick Vasfaret, MLT II
A nalyst Level III Atlantic Controls
Victor Porter, MLT I
MLT I Aurubis
M achine Lubrication Stijn Van Dessel, MLA I
Technician Level I AV Terrace Bay
Naqshe Iqbal, MLA I
MLT II Badr Petroleum Co.
M achine Lubrication
Technician Level II
ML
Ahmed Karrem Mahmoud Shazly, MLA II Sergio Bustos Contreras, MLA I
Ahmed Reda Elzaablawy, MLA II
Conauto
Bechtel Michal Valle Traczyk, MLA II
Mark Kelley, MLT I
Constellium
Bengalla Mining Co. Brittney Hatton, MLT I
Ederson Melliza, MLA I
Cooper Tire
Blue Buffalo Brian Weibel, MLT I
Matt Felix, MLA III Jason Williams, MLT I
Kevin Griggs, MLT I
The Boeing Co. Martin Saulsberry, MLT I
Gregory Gene Grundl, MLA I Michael Aderholt, MLT I
Boral Daishowa Marubeni Internation
David Zancolich, MLA I Joel Krahn, MLT I
Jon Sobchyshyn, MLT I
Cameco
Bradley Owen, MLA II Distribuidora de Lubricantes
Cargill Carlos Alberto Mendoza Eulogio, MLA III
Bradley Bridges, MLT I Dominion Energy
Edgar Ramirez, MLT I Adriana Camargo, MLA I
Oleksandr Kudiienko, MLT I Andrew Compton, MLA I
Vladislav Dubeyko, MLT I Brandon Henderson, MLA I
Carpenter Technology
Cameron Kaufmann, MLA I
Darryl Godwin Jr., MLA I
Kevin Kulp, MLT II Elizabeth Preskitt, MLA I
Cascade Pacific Pulp Ilya Yakubovich, MLA I
Jacob Bliss, MLT I Jason Pelletier, MLA I
Marlon Wilkins, MLA I
Cascades Miranda Donovan, MLA I
Bruno St Pierre, MLT II Phillip Barnes, MLA I
Mohamad Chayeb, MLT I Randolph Roper, MLA I
Catalent Indiana Dow Chemical
Greg Roland, MLA I Jamie Harju, MLT I
Cementation DuPont
Ryan Tamlin, MLA I Andrew Skomrock, MLA I & MLT I
Cementos Cosmos
Andrew Wiff, MLT II
Cody Welch, MLA III
Alejandro Garcia, MLA I
EDP Energia
Cementos Progreso Hugo Fanlo Virgos, MLA I
Jorge Vinicio Palencia Sanchez, MLA I
Emprise Corp.
Centamin John Knox, MLA III
Mohamed Ibrahim Lamada, MLA I
Enbridge
Central Termoelectrica Jeff Colman, MLA I
Guillermo Brown
Maria Ohaco, MLA I
Philippe Baron, MLA I
Eneragro
Certified Laboratories
Carlos Felipe Jimenez Tacue, MLA II
Brad Garland, MLT I & MLA Il
Cosmin Borz, MLA Il & MLT I Engineered Lubricants
Chevron
Adam Bronge, MLA I
Beau Vuagniaux, MLA I
Bakar Bin Agil, MLA II
Entergy
Chevron Egypt Lubricants Joshua Hantz, MLA I
Hesham Sayed Nasr El Din, MLA III &
MLT II Enviva
Michael Mason, MLT I
Compania Mega
Rodrigo Andreani, MLA I EPROM
Ahmed Mohamed Abdo, MLA I
Complejo Procesador de Gas Cactus
Juan Pablo Hernandez Dominguez, MLA I
Mahmoud Mahrous, MLA I
Moataz Farouk Mohamad, MLA I
www.machinerylubrication.com | January - February 2019 | 41
CERTIFICATION NEWS
Mohamed Said Ahmed
Metwally, MLA I
Esso
Callum MacDonald, MLA I
Edwin Lake, MLA I
Mark Dauvin, MLA I
Exelon Corp.
Samuel Mbugua, MLA III
Wade Marsh, MLA I
Filter IT
Jacob Ray, MLT I
Ryan Langlois, MLT
Finning
Amy Koutsopodiotis,
MLA I
Brad Roshau, MLA I
Brett Johnson, MLA I
Chris Hannam, MLA I
Colton Hamson, MLA I
Connie Kochan, MLA I
Corey Johnson, MLA I
Darcy Bennett, MLA I
David McMillan, MLA I
Floyd Marches, MLA I
Greg Eyre, MLA I
Jillian Payne, MLA I
Justin Lerner, MLA I
Kelly Gip, MLA I
Lloyd Kelly, MLA I
Maggie Aiken, MLA I
Mark Johnson, MLA I
Ramandeep Parhar,
MLA I
Ryan Fleck, MLA I
William Robinson, MLA I
The Fluid Life Corp.
Colton Hovde, MLA I
Dino Neimarlija, MLT I
Gary Lau, MLA I
Marc Pinkerton, MLA I
Michael Lyon, MLA I
Sean Patrick Craig, MLA I
Fortescue Metals Group
Darren Smith, MLA I
Fuchs
Bradley Webb, MLA I
Craig Roberts, MLA II
John O’Malley, MLT II
Stephen Jackson, MLA I
Fuchs Egypt
Mohammed Ali Basheir
Haj Alhassan, MLA II
GE Energy
Michael Wesselmann,
MLA II
Gehl Foods
Jacob Zenner, MLT I
Generalzolldirektion
Dominik Merker, MLA II
Georgia-Pacific
Brandon Creasey, MLT II
Brian Young, MLT I
Christopher Ey, MLT II
David Wray, MLT II
Dennis Toms, MLT II
Dianne Van Valkenburgh,
MLT II
Dickie Whisenant, MLT I
Frank Branch, MLT II
George Wagner IV, MLA I
George (Eddie) Minnick,
MLT II
42 | January - February 2019 |
Jeffrey Brown, MLA I
Joseph Fitzgerald, MLT II
Joshua LaBounty, MLT I
Joshua Knapp, MLT I
Michael Brockett, MLT I
Michael Hudson Jr., MLT I
Michael Williams, MLT II
Stephen Polk, MLT II &
MLA I
Glencore
Arthur Lacelle, MLA I
Daniel O’Connor, MLA I
Nathan Woods, MLA I
Simon Levers, MLT I
Goodyear
Henry Bocanegra, MLT I
Grupa Azoty Zakłądy
Azotowe
Jacek Rzepkowski, MLT I
Hankook
Jae Yup Jung, MLT I
Hawaiian Electric Co.
Levaomana Hannemann,
MLA I
Hexion
Joseph Moya, MLT I
Hydraulic & Pneumatic
Pry
Mark Lindhe, MLT I
I-Care Polska
Wieslaw Kozyra, MLT I
IGPC Ethanol
Ted Isard, MLA I
IIasa Cat
Nancy Fierro Andachi,
MLA II
Silvia Patricia Alvarado,
MLA II
IJssel Predictive
Maintenance
Maurice Brusselman,
MLT I
Suraj Ramjiawan, MLT I
Ilim Group
Aleksandr Timofeev,
MLT I
Sergey Igorevich Sabur-
skiy, MLT I & MLA I
Industrial Sealing &
Lubrication
Billy Marquart, MLT I
Ingredion
Martin Vaninetti, MLA I
Matias Valdesogo, MLT I
International Committee
of the Red Cross
Tareq Zeyad Suliman,
MLA II
International Paper
Alex Britt, MLT I
Charles Hobbs, MLT I
Daniel Grass, MLA I
Emily Zimmerman, MLT I
George Carmeans, MLT I
Jeremy Miller, MLT I
Jeremy Petzel, MLT I
Justin Moore, MLT I
Keith Chisum, MLT I
Logan Rhame, MLT I
www.machinerylubrication.com
Michael Wimberly, MLT I Steve Kass, MLT I MLA II
Robert Myers, MLT I Timothy Coffing, MLT I Barnarby Vyner Anak
Rodney (Rocky) Wooten, Silvester Ragam, MLA II
MLT I Kennecott Copper Mohamed Haziq Bin
Shaun Eason, MLT I Larry Hatch, MLT II Haron, MLA II
Stephen Louviere, MLT I Mohd Faizz Bin Mahem,
Kinross Gold Corp.
Steve Wright, MLT I MLA II
Daniel Duce, MLA II &
Taylor Murphy, MLT I Mohd Firdaus Bin Safar
MLT I
Timothy Mayhew, MLT I Udin, MLA II
Calvin Wright Jr., MLA I Kinsajasa Sdn.
Eugene Ashcraft, MLT I Maquinarias y Vehiculos
Ahmad Azam Azizan Bin
Keith Gore, MLT I Miguel Angel Aristega
Azlan, MLA II
Kendall Fowler, MLT I Guerrero, MLA II
Kam Chien Fung, MLA II
Kenneth Baker, MLT I Mohd Khairi Asyraf Ab Mero
Kenneth Little, MLT I Hamid, MLA II Luis Maluendez, MLA I
Randy Hinson, MLT I
Stephen Brown, MLT I LafargeHolcim Metallo
Gabrielle Rauls, MLA II Guido Lemmens, MLA I
Interpipeline
Lard Oil Co. Hans Urkens, MLA I
Charles Brown, MLA I
David Heisler, MLA I Blake Baucum, MLT I Metex Automotive
Desmond Cormier, MLA I Brian Smith, MLT I George Fynn, MLA I
Cade Gulledge, MLT I
INVERNEG Jamie Pratt, MLT I Methanex
Fabian Noboa, MLA II John Fontenot, MLT I Mahmoud Abdou, MLA II
Kristen White, MLT I Mahmoud Ismail Albeh-
Irving Consumer
Product washy, MLA II
Laurentide Controls
Dumitru Ionescu, MLA I Kamel Bouazza Abid, Michelin
ISPT Industrial Services MLT I Anthony Rankin, MLT I
Pierre Olivier Richer, Charles Busch, MLT I
Goncalo Alexandre
MLT I Kendrick Faust, MLT I
Pereira, MLA I
Kenneth Gantt, MLT I
Luis Maria Pereira, MLA I Libbey
Nuno Alberto Brinquete, Midor
J.P Mourik, MLT I
MLA I
Leroy De Groot, MLT I Amgad Mahmoud Arafa,
J.D. Irving MLA I
Loma Negra Hany Mahmoud El Masry,
Sean Doyle, MLT II Matias Bucciarelli, MLA I
MLA I
J.R. Simplot Co. LTD Moustafa Abobakr
Neil Burrows, MLT I Keith Spoonmore, MLA III Elgenaidy, MLA I
Jon Clouser, MLT II
Lubesol SAS Morgan Distributing
Jacobs Jessica Andrea Cardozo Brandon Barton, MLA I
Timothy Avitabile, MLA II Chaparro, MLT I
Nestle
James Hardie Building Jorge Nikolai Jacome Shawn Hinrichs, MLT II
Products Rojas, MLT I
Lina Marcela Sandoval, Noria
David Fowler, MLT I
MLT I Travis Richardson, MLA III
Jesco Mauricio Cespedes
Anthony Lahey, MLT I Guarnizo, MLT I North Parkes Mines
Lee Pippins, MLT I Ken Hall, MLA I
Lubrication Engineers Nicholas Austin, MLA I
Job Run Miyanaga Portugal
Nobuyoshi Miyanaga, Delmar Ribeiro, MLT I Nucleoelectrica
Argentina
MLA II
Lubrimex De Puebla
Takanori Miyanaga, Andres Gastearena, MLT I
Mariana Luengas
MLA II Celso Barrios, MLT I
Guzman, MLT I
Florencia Arrativel, MLA I
JSW KOKS
Lubrisa Oelcheck
Piotr Żelazowski, MLT I
Ivan Larrea R., MLA II Christoph Heinzl, LLA I
Kanden Plant Corp. David Jager, LLA I
Lubritec & Zuniga
Akihiro Nakamura, MLA II Patrick Schreiber, LLA I
Jorge Herrera Avila, MLT I Romana Koller, LLA I
Kapstone Paper
Luna Park Sydney OEM Remanufacturing
Jeffrey DesArmo, MLA I
Joselito Padillo, MLA I
& MLT I Kelly Bakaas, MLA I
Keyurkumar Patel, MLA I Mike Pister, MLA I
Kellogg Co. Tazim Mustafa, MLA I Thomas Reitsma, MLA I
Anthony Weingate, MLT I Tyler Delikatny, MLA I
LW Bogdanka
Bobby Fisher, MLA Il
Artur Luszczewski, MLT I Oilsuper
Brad Gillespie, MLT I
Marcin Pisarczyk, MLT I Carlos Melgarejo
Daniel Heath, MLT I
Daniel Whetzel, MLT I M&A Oil Co. De México Cevallos, MLA II
Dave Mumaw, MLT I Jose Luis Marquez Daniel Leuschner, MLA II
Donald Porter, MLT I Ramirez, MLT I Juan Pablo Escudero
Jason Holovich, MLT I Ruth Yolanda Salgado, Mendoza, MLA II
Lee Perez, MLT I MLT I Ricardo Balda
Michael Paterson, MLT I Santistevan, MLA II
Richard Hughes, MLT I Malaysia LNG Xavier Villamar Jorgge,
Ronald Miller, MLT I Akmalariffin Bin Rukijan, MLA II
 CERTIFICATION NEWS

Omaha Public Power District Ken Van den Bosch, MLA I Jeff Edwards, MLA III Laura Pena Paras, MLT I
Matthew Scigo, MLA I Robin Stessels, MLA I Karen Lambert, MLA III
Umut Arslan, MLA II U.S. Silica
Owens Corning Prairie State Generating Co. Roger Winning, MLT I
Roger Story, MLA III Mark Leonhardt, MLT II Shell
Wong Menn Yee, MLA II Utilities & Energy Services
Oz Minerals Proactive Lube Manager
Rod Raymond, MLA I & MLT I Shell Polska Mark Newsted, MLT I
Billy Johnston, MLT I
Jakub Stefanowski, MLT I Valmet
Papelera Nacional PSI Fluid Power Marcin Bonczyk, MLT I
Emerson Guerrero Mancheno, MLA II Daniel Pennington, MLA I Mateusz Maciej Jarosz, MLT I Colin Hanslow, MLT Il
Radoslaw Gwardecki, MLT I Gary Behrens, MLT II
PaperWorks Packaging Group PT Adikari Wisesa Indonesia
Andy Chadwick, MLT I Arisma Chairul Syarif, MLA II Shintech VEPAMIL
Jason Sexsmith, MLT I Daniel Kirkland, MLT I Henry Leal Alvarado, MLA II
PT Thiess Contractor Indonesia
PDV Ecuador Ageng Amarendra, MLA II Showa Denko Carbon Visy Industries
Hugo Pinargote Castro, MLA II Muhammad Afiq, MLA II Jeffrey Collins, MLT I Mitchell Burley, MLA I
Pemex PT Kaltim Prima Coal SKF Mohammadali Bayati, MLT I
Adriana Carolina Hernandez Badillo, Kuncoro Hendro Aribowo, MLA II Joshua Carroll, MLA I Sammy Lo, MLT I
MLA I
Alvaro Alberto Rocher Esquivel, MLA I
PT Tekenomiks Indonesia Smartpro-Petroamazonas VLI Logistica
Angel Raul Jimenez, MLA I Darmawan Putranto Nugroho, MLA II Mauricio Chavez Quilumbaquin, MLA II Adelcio Teixeira de Souza, MLT I
Carlos Dionisio Aleman Ramon, MLA I Freddy Augustaf Tamara, MLA II
Soltrak Carlos Augusto Santos, MLT I
Cesar Alejandro Rosales Escalante, Qatar Lubricants Co. Edson Bispo, MLT I
Julliana Coronel Diaz, MLA I
MLA I Ahmed Abdellatif Hassan Mohammed, Luis Gustavo Solis Broncano, MLA III Gustav Jansen Martins da Silva, MLT I
Claudia Gurza Merino, MLA I MLA II Marisabel Cruz Aguirre, MLA III Itamar Pereira de Oliveira, MLT I
Cuauhtemoc Maqueda Estrada, MLA I
Saul Eden Paye De la Cruz, MLA III Jefferson Tadeu, MLT I
Edgar Ramiro de Leon Malibran, MLA I Ramguz
Emmanuel Jaimes Rodriguez, MLA I Leonardo Bustos, MLT I Spider Solutions De Mexico Luis Henrique da Silva Rosa, MLT I
Eric Ybarra Peralta, MLA I Juan Bautista Ortegon Omana, MLT I Marcelo Lima Peixoto, MLT I
Erick Martinez Ramirez, MLA I Rato Industrial Solutions
Marcos Rego, MLT I
Ernesto Guzman Rico, MLA I Krzysztof Bednarek, MLT I Suncor Energy
Marcin Palka, MLT I Ricardo Meira Machado, MLT I
Fabian Aguilar Aguilera, MLA I Murtatha Al-Saiedy, MLA I
Piotr Wojciech Stencel, MLT I Sonika Kumar, MLA I Romildo Lima Setubal, MLT I
Francisco Garcia Cristiano, MLA I
Gualberto Castillo Sebastian, MLA I Yi Da Zhang, MLA I Ruan Chaves, MLT I
RelaDyne Thiago de Sousa Cabral, MLT I
Hector Velazquez Hernandez, MLA I
J. Jesus Carmona Uribe, MLA I
Joseph Fontenot, MLA Il T&E Technical Training Tiago Machado Salvador, MLT I
Jaime Arturo Garcia Matus, MLA I Timothy Harper, MLT I Thomas Cummings, MLT II
Wembley Ferreira da Silva, MLT I
Jesus Burguete Pinones, MLA I Trent Perry, MLT I
Tafisa
Jesus Daniel Espinosa de la Torre, MLA I RGL Youcef Bereriche, MLT II
Votorantim Cimentos
Jose Alvaro Sanchez Coronado, MLA I Ken O’Connor, MLA I Alex Cascins, MLT I
Jose Angel Ruiz Jimenez, MLA I Talen Energy
Jose Octavio Reyes Tamariz, MLA I RILCO Lubricants & Services Joel Fallbright, MLA II VT Group
Luis Enrique González, MLA I Thomas Mason IV, MLT I David Chavez, LLA II
Luis Miguel Ruiz, MLA I Tecsan Ingenieria Ambiental
Miguel Monforte Vasquez, MLA I Rio Tinto Guillermo Xotta, MLT I Wells Enterprises
Omar Gomez Reyes, MLA I Andrew Burazin, MLA I Gustavo Solagna, MLT I Arlan Britt, MLA I
Victor Cristian Pavón Priego, MLA I Benjamen Campbell, MLA I
Daniel Peterson, MLA I Texas Refinery Corp. of Mexico Donald Palmer, MLA II
Petrobel Glen Harrington, MLA I Jesus Daniel Betancourt de la Paz, MLT I Paul Kessenich, MLT I
Ahmed Abd ElMordy Gouda, MLA II Jake Cale, MLA I Thiess KMC Westlake Chemical Co.
Ahmed Hussein Ahmed, MLA II James Williams, MLA I
Haider Abbas, MLA I Austin Pardue, MLT I
Mohamed Ezzat Mohamed Shosha, Leon Williams, MLA I
Matthew Hoffman, MLA I Caleb Hickman, MLT I
MLA II
Mohamed Saeed Shams Eldin, MLA II RMF Systems Tircantabria Urbaser Jeffrey Arceneaux, MLT I
Mostafa Mohamad Abdelhady, MLA II Gijsbert Schaik, MLT I Jeremy Edmonston, MLT I
Francisco Domostegui, MLA I
Ramy Mahmoud Rateb, MLA II Sarawak Shell Tolko Industries WestRock
Petroleos Mexicanos Jeff (Wei Juin) Goh, MLA II
Leon Hordiuk, MLT I Benjamin Cloninger, MLT II
Alejandra Guzman Lara, MLA I Stewart Thompson, MLT I
Saudi Aramco Bradley Persinger, MLT I
Daniel Jasso Rodriguez, MLA I
Andres Gonzalez, MLA I Toyota Brian Mounce, MLT II
Diego Gonzalez Ortiz, MLA I
Dhananjay Dattatray Lokhande, MLA I Charles Curtis, MLT I
Candelario Ruiz, MLT I
Petronas Nadheer Lufti Alqudsi, MLA I
David Hernandez Reyes, MLT I Dan McCallister, MLT I
Abdul Hafeez Abdul Shukur, MLA II
Saudi Electricity Co. TransCanada David Downey, MLT I
Khairul Aswad Bin Hashim, MLA II
Abdullah Mousa A. Alqarni, MLA I John Curtis, MLA II Eric Armstrong, MLT I
Siaw Pui Ching, MLA I
Tan Chun Tsze, MLA I Ayman Rashed Alghamdi, MLA I Gregory Floyd, MLT I
Trico Corp. Jeffery Lowe, MLT I
PKN ORLEN Sazerac
Joshua Kunz, MLA I John Odenbaugh, MLT I
Joanna Jankowska, MLT I Ellen Dado, MLT I Victoria Bunchek, MLA I
John Starks, MLT I
Polaris Laboratories Schenck Process Trinac Johnny Stewart, MLT I
Randy Clark, MLA III Dissanayake Rathnayaka Mudiyanse- Jose Cardoso Silva, MLT I Jonathan Martin, MLT I
lage, MLA I
Pollard Banknote Gordon Ashley, MLA I Turner Industries Group Josh Strother, MLT I
Christopher Pollins, MLT II Michael Cothern, MLT I Ken Jones, MLT I
Sejingkat Power Corp. Kenneth Parker Jr., MLT II
Port Hawkesbury Paper Mohd Amirul Asraf Bin Gerneng, MLA I UMA Investments Nicholas Baker, MLT I
Robert Gillis, MLT II Kamil Cieslak, MLT I
SGS Regginald Hollemon, MLA I
Port of Antwerp Adrian Allman, MLA III Universidad de Monterrey Robert Otwell, MLT I

www.machinerylubrication.com | January - February 2019 | 43

 Matthew Adams | Noria Corporation

BACK PAGE BASICS Lubrication Programs

Developing and
Sustaining a
Reliability Culture
for Lubrication
“The Whether your site
has an established,
development well-f unctioning
lubrication program
of your that has been in place for several
years or you have just begun the
reliability- journey of building your program,
if long-term, recurrent success is the
centered end goal, the challenge of developing
lubrication and sustaining a reliability culture
will need to be addressed. Through
program the years, general guidelines have
emerged for this often-overlooked
should be portion of lubrication program members will be the driving force management. If management does
continually development. The process will
involve identifying an organizational
in initiating the culture change,
so they should be role models who
not show an interest in this process
change, you will be set up for failure
advancing and stakeholder along with a lubrication
champion and a cross-departmental
have a positive attitude and are before you even get the plan off
highly engaged. It is also imper- the ground.
ever-evolving.” team, evaluating the current state ative to obtain buy-in from these This position is also critical
of the program, constructing individuals. Any large-scale project from a communication standpoint,
short-term and long-term goals, in the development of the program as it helps to make management
establishing a path forward with should include feedback from all aware of what is going on and
proper documentation and processes, team members. how they might help address
creating awareness across the site, This team should consist of major roadblocks. Although the
rewarding individuals and groups for an organizational stakeholder, organizational stakeholder is not
successes, and assessing and revising a lubrication champion and a involved with the program on a
the program. cross-​ d epartmental team. The day-to-day basis, he or she should
organizational stakeholder position regularly attend lubrication-related
Identifying the Team should be held by someone from the meetings that affect the program’s
The first step in developing and site’s upper management. This indi- development.
sustaining a sound reliability culture vidual does not need to be directly In addition, this individual
is to identify who should be part of involved with maintenance but must should function as the lubrication
the team and what their roles and ensure that the program and the champion’s right hand to form a
responsibilities will be. These team proposed changes have the support of direct chain from the lubrication

44 | January - February 2019 | www.machinerylubrication.com

 ML

team to upper management, as well
as identify issues and opportunities
to all levels of plant personnel.
The lubrication champion
is probably the single most
important member of the team.
This individual is the owner of the
lubrication program. He or she
should be responsible for making
certain there is active participation
among team members, documen-
tation is recorded, training is being
delivered, upper management is
kept informed, and the program is
moving in the right direction. The
lubrication champion should also
drive the majority of meetings and
be involved with the program on a
microscopic level.
The final team members are the
cross-departmental lubrication team.
These individuals should be the ones
who perform the lubrication tasks
within each department. They are
responsible for completing actions
in the field and delivering feedback
to the lubrication champion. This
team should also be included in
the program’s developmental side.
Because much of the plant sees these
individuals carrying out lubrication
tasks on a daily basis, they can
provide a visual representation of
the cultural change in the program.
Status Evaluation
This evaluation should consider
where the program has been in the
past, what its current status is and
what the goals are for the future.
Before working toward the goals,
review how the plant has been
successful in the past and what the
shortcomings have been in defining
a cultural change in other areas.
This helps to identify where addi-
tional support is needed and where
it will not be necessary to “reinvent
the wheel.”
Each plant must contend with
a varying degree of established or
sustained culture. Some start at the
ground level with non-interactive
departments where there is a “silo”
effect in which communication is
extremely lacking. Other sites have a
reactive-only mindset, which makes
driving a proactive reliability culture
a great struggle.
Another issue is coping with the
“heroes versus zeros” effect. Over
time, plants can become dependent
on certain individuals for specific tasks
without document-driven results. A
hero-type mindset is then created. This
mentality is cause for concern, as it not
only puts a strain on the company but
can also have negative cultural effects
within the department.

Let Noria help you solve tough lubrication

problems and discover the root cause of
equipment and lubrication failures. noria.com

For more information visit noria.com

www.machinerylubrication.com | January - February 2019 | 45

 BACK PAGE BASICS
An often-overlooked element is the cyclical
decay of the program over time. This issue
can send even the best reliability cultures into
decline. A plan must be put in place to ensure
the program’s continued success, including
documented guidelines and processes that are
entrenched into the plant’s culture. Otherwise,
the program will begin to decay over time due
to turnover. This deterioration of the program
through individuals leaving or taking different
positions within the company can occur at any
level. Once it has begun, redirecting its course
can be difficult.
One final consideration in this stage of
development is the benchmarking or assess-
ment of the program against itself as well as
other sites. It is critical to know where you
started so you can identify and illustrate
your progress throughout the journey. As you
share best practices, common challenges and
paths toward excellence with sister sites, the
possibility of creating and sustaining a culture
change becomes more optimistic.
Constructing Short-term
and Long-term Goals
Like any process, changing the culture
requires detailed short-term goals, broad
long-term goals and non-negotiable stan-
dards (or lines in the sand) to define the
scope. As goals are established, be sure they
are measurable, realistic, feasibly completed
within the specified timeframe and paired
with an action.
Short-term goals should be defined with
detailed steps on how to execute the plan.
These goals should be able to be accomplished
in less than a year and show continued success
of the lubrication program. They should also
be reviewed at every meeting to confirm that
the lubrication team is working toward the
overall vision.
76%
of lubrication professionals say their organi-
zation has attempted to change its lubri-
cation culture, based on a recent survey at
MachineryLubrication.com
46 | January - February 2019 | www.machinerylubrication.com
Long-term goals should be a bit broader
and can often be used as a platform from
which the small-term goals derive. These long-
term goals, which may vary in length from 18
months to three years, should be reviewed at
least on a quarterly basis.
By creating standards or non-negotiables
for your program, you can establish lines in
the sand for possible future concerns. These
standards may be identified from several
different areas, such as within the company’s
overall vision or based on best practices deter-
mined through benchmarking at other sites. A
few examples of these non-negotiables might
include maintaining mutual trust among all
levels of personnel or sustaining a culture of
continuing education within the team.
Establishing a Path Forward
Once the program’s status has been
reviewed and goals and standards have been
developed, the next step is to establish a path
forward. This is where many lubrication
teams follow through on an interim basis
but struggle to make continuous progress.
Poor documentation of the process is often
to blame. Addressing this concern will go a
long way toward creating and sustaining the
culture change.
Documentation can help to ensure all
projects, work instructions and general
lubrication tasks are performed the same
way regardless of the individual, shift or
department. It also leaves a footprint on the
program for future team members to know
where it has been in the past, what obstacles
have been overcome and the planned overall
direction of the program.
Among the key areas to focus on with
program documentation would include identi-
fying a criticality matrix, tying components to
maintenance strategies, and enhancing the plant’s
maintenance planning and scheduling strategy.
A criticality matrix should determine the
component’s overall value to the site. It should
begin as a complete asset list and include
factors such as criticality to the process, cost
to replace, likelihood of failure, possibility of
catastrophic failure and what the associated
downtime would be if the asset failed.
After the criticality matrix has been
created, it is time to put it to use to decide
which maintenance strategies to employ. If a
piece of equipment has a low criticality score,
costs very little to replace and does not have
a significant impact on the plant, it might be
a good candidate for reactive or breakdown
maintenance in which no work is performed on
the equipment until it fails. A large percentage
of the plant’s equipment likely will fall in the
preventive maintenance realm. These pieces of
equipment require attention on a set frequency.
One overlooked concept behind this strategy is
utilizing historical data to drive the frequencies
at which the tasks are performed. Adjusting
these timeframes can eliminate wasted down-
time and labor as well as allow better use of the
associated maintenance time.
Predictive maintenance strategies should
be employed on more critical equipment where
it is imperative to address failure as soon as it
happens, while proactive maintenance strate-
gies should be utilized across all areas of the
plant to resolve problems and minimize the
number of issues that occur. Keep in mind that
an asset may have more than one maintenance
strategy associated with it, and each strategy
should be documented in the computerized
maintenance management system (CMMS).
 Training Matters.

Don’t Starve
Your Equipment
It’s important to maintain precise oil levels for all types of equipment. When your
equipment runs low on fluids, it leads to friction, causing wear, damage and ultimately,
failure. Don’t let your equipment become starved for oil when it needs it most. Learn
how to stave off oil starvation with Noria training.

MACHINERY LUBRICATION I MACHINERY LUBRICATION II

Charlotte, NC March 19 – 21, 2019 Houston, TX May 14 – 16, 2019
Tulsa, OK April 2 – 4, 2019 Online Always Available
Houston, TX May 14 – 16, 2019
Myrtle Beach, SC June 18 – 20, 2019
Online Always Available

Training Matters. | ONLINE • ONSITE • PUBLIC COURSES | Noria.com/train

 BACK PAGE BASICS
Planning and scheduling can also
play a major role in the continued
success of your lubrication program.
The procurement standardization
of assets and hardware, evaluation
of minimum and maximum spare
parts based on need and lead time,
advanced dynamic scheduling of
incipient asset repair, and detailed
instructions for each lubrication task
or work order can yield immediate
results for cultural enhancement at
the plant for years to come.
Creating Awareness
Creating awareness is an important
aspect of any process and is especially
critical when changing the lubrication
culture. Having your team report new
program initiatives, successes and
recurring concerns will help to raise
awareness. This action should be led
by the entire lubrication team and
vocalized at every level, from upper
management to the employees on the
plant floor. This is often demonstrated
during town-hall meetings where a
large portion of the plant is present.
While this strategy for improving
employee awareness is still useful
today, there are other methods that can
reach individuals more effectively and
on a more personal level. For example,
sending quarterly emails from the
lubrication team is another great way
to reach employees. Other options
include plant-wide newsletters, bulle-
tin-board postings in high-traffic areas
throughout the plant and five-minute
pre-shift discussions on lubrication
development. By connecting with
multiple shifts, departments and orga-
nizational levels, you will increase your
chances of producing a living, breathing
cultural transformation over time.
Rewarding Successes
Rewarding individuals and
groups for program successes is a
form of incentivizing that not only
can highlight members from within
the lubrication team but also those
outside the established team who
played a role in improving lubrica-
48 | January - February 2019 | www.machinerylubrication.com
tion. These actions might be as small
as an operator reporting known oil
leaks on equipment to as large as
team members installing lubricant
storage and handling units. When
implementing a rewards program,
base gifts on statistics and not on a
manager’s or team’s fondness for an
individual or group.
Assess and Revise
The final phase in developing
and sustaining an improved reli-
ability culture for lubrication involves
assessing, revising and documenting
the results. This is addressed by
ensuring all implemented cultural
transformation steps can be tracked
and enhanced as your team continues
its progression. Key performance indi-
cators (KPIs), statistical process control
(SPC) charts and lubrication-related
area audits are all great tools to help
your program function with a positive
culture from year to year. KPI options
might include measuring the compli-
ance percentage of lubrication-based
preventive maintenance tasks, the
compliance percentage of contami-
nation control hardware installation
or the compliance percentage of the
training initiatives. SPC charts should
be utilized, documented and reported
for oil targets such as cleanliness, mois-
ture content and additive levels. Area
audits can be as simple as 5-S reviews
of the plant’s lubrication-related areas,
such as the lube room or satellite
cabinets. These methods should all be
focused on achieving the current and
future goals that were set in place when
the program was developed.
Continually Advance
and Evolve
If recurring success is the end goal
for your lubrication program, you must
develop and sustain a flourishing reli-
ability culture. The steps mentioned
previously provide a sequential progres-
sion for program success. Remember,
this is a process and not a project.
Your program should be continually
advancing and ever-evolving. Putting
this course of action in place not only
will help ensure a strong program in
the near future but enable long-term
achievements as well. ML
References
“DMAIC – The 5 Phases of Lean
Six Sigma.” Retrieved from https://
goleansixsigma.com/dmaic-five-basic-
phases-of-lean-six-sigma/
Geraghty, Shauna. (2013). “The
Basics of a Successful Employee
Rewards Program.” Retrieved from
https://w w w.talkdesk.com/blog/
the-basics-of-a-successful-employee-re-
wards-program/
Idhammar, Christer. “The Reli-
ability Culture.” Retrieved from https://
www.idcon.com/resource-library/
articles/culturemanagement/932-cul-
ture-of-reliability.html
Levin, Marissa. (2012). Eight Secrets
to a Growth-Driven Culture That Keeps
Employees Happy & Engaged.
Plucknette, Douglas. (2011). Reli-
ability Centered Maintenance using
RCM Blitz 2nd Edition.
Rosenberg McKay, Dawn. (2018).
“How to Set Short and Long Term
Goals for Your Career.” Retrieved
from https://www.thebalancecareers.
com/goal-setting-526182
Tranter, Jason. “Roadmap to Reli-
ability.” (Mobius Institute Webinar).
About the Author
Matthew Adams is a technical
consultant for Noria Corporation,
concentrating in the field of predictive
maintenance. He has experience in
multiple condition-based maintenance
technologies and focuses the majority
of his attention on lubrication program
development, training and general
consulting. Matthew holds a Machine
Lubricant Analyst (MLA) Level III
certification and a Machine Lubrication
Technician (MLT) Level I certification
through the International Council for
Machinery Lubrication (ICML).Contact
Matthew at madams@noria.com to find
out how Noria can help you develop and
sustain a reliability culture for lubrication
at your plant.
 THE

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BS&W Bowl

The Hub of Lubricant Monitoring

The Hub is a multiport adapter for equipment with limited or inaccessi-
ble port locations. It allows you to connect all the tools you need in one
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etc. It also features a recessed high-flow oil sample port that can tackle
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For more information visit Luneta.com | 888-742-2021

 Conference.ReliablePlant.com

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all these experts in one event.”
– Ray Ardahji, Michiana Lean

Attend. Learn. Apply.

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WHAT IS RELIABLE PLANT?
For 20 years, the Reliable Plant Conference & Exhibition
has proven to be the only place to find technical
excellence, cutting-edge technologies and proven
solutions for the maintenance and reliability industry. For
our platinum anniversary, Reliable Plant heads back to the
rock-and-roll capital of the world.
With an established and global reputation for technical
excellence, Reliable Plant brings together key plant and
maintenance managers, as well as reliability professionals
from across the world. Spanning four days, Reliable Plant
2019 includes workshops, learning sessions and case
studies designed to upgrade the skills and knowledge of
attendees. The conference will also feature approximately
100 exhibitors in a 90,000-square-foot exhibit hall inside
the Huntington Convention Center of Cleveland, located
minutes from the Rock & Roll Hall of Fame.
In 2018, more than 1,000 attendees from 40 states, 32
countries and 130 exhibition companies came together
to share ideas, solutions and information. Join us
in Cleveland as we celebrate 20 years of providing
maintenance and reliability solutions to our industry.
Cleveland, OH Huntington Convention Center of Cleveland
SCHEDULE
Monday, April 15
7:00 a.m. – 5:00 p.m..............................Onsite Registration
8:00 a.m. – 4:30 p.m................. Pre-conference Workshops
5:30 p.m. – 8:30 p.m................... ICML Certification Testing
Tuesday, April 16
7:00 a.m. – 5:00 p.m..............................Onsite Registration
7:30 a.m. – 8:00 a.m..........................Continental Breakfast
8:00 a.m. – 9:20 a.m................................. Opening Keynote
9:30 a.m. – 10:50 a.m................ Exhibit Hall Grand Opening
11:00 a.m. – 11:50 a.m....................... Conference Sessions
12:00 p.m. – 1:20 p.m..........................Lunch in Exhibit Hall
1:30 p.m. – 5:20 p.m.......................... Conference Sessions
3:20 p.m. – 4:20 p.m........ Refreshment Break in Exhibit Hall
5:30 p.m. – 6:30 p.m................... Meet and Greet Reception
6:00 p.m. – 8:00 p.m..................SMRP Certification Testing
9:30 a.m. – 6:30 p.m................................. Exhibition Hours
Wednesday, April 17
7:00 a.m. – 7:50 a.m...................... Offsite Prayer Breakfast
7:30 a.m. – 5:00 p.m..............................Onsite Registration
7:30 a.m. – 8:00 a.m..........................Continental Breakfast
8:00 a.m. – 9:50 a.m.......................... Conference Sessions
10:00 a.m. – 10:50 a.m..... Refreshment Break in Exhibit Hall
11:00 a.m. – 11:50 a.m....................... Conference Sessions
12:00 p.m. – 1:20 p.m..........................Lunch in Exhibit Hall
1:30 p.m. – 3:20 p.m.......................... Conference Sessions
3:20 p.m. – 4:20 p.m........ Refreshment Break in Exhibit Hall
4:30 p.m – 5:20 p.m........................... Conference Sessions
5:30 p.m. – 7:30 p.m......................... Networking Reception
6:00 p.m. – 9:00 p.m................... ICML Certification Testing
9:30 a.m. – 5:30 p.m................................. Exhibition Hours
Thursday, April 18
7:30 a.m. – 11:00 a.m.............................Onsite Registration
7:30 a.m. – 8:00 a.m..........................Continental Breakfast
8:00 a.m. – 8:50 a.m.......................... Conference Sessions
8:50 a.m. – 9:20 a.m........ Refreshment Break in Exhibit Hall
9:20 a.m. – 11:10 a.m......................... Conference Sessions
11:30 a.m...................................... Giveaways in Exhibit Hall
1:00 p.m. – 4:30 p.m................Post-conference Workshops
8:50 a.m. – 12:00 p.m............................... Exhibition Hours
 Why Attend?
TOP 10 REASONS TO ATTEND WHO ATTENDS?
Reliable Plant covers every facet of reliability in one As a reliability professional, you value best practices to
four-day event. Realize immediate bottom-line results by ensure bottom-line results. Whether you’re entry-level
obtaining real-world information and processes that you or a seasoned member of your plant’s management
can put into practice as soon as you get home. team, you’ll benefit from the comprehensive schedule of
sessions, case studies and peer interactions. Make plans
now to attend the 20th annual Reliable Plant Conference &
1. Improve your plant’s reliability – learn about
Exhibition to network with and gather information from the
real-world deployment processes to sustain your following attendees:
plant’s reliability program
Asset Care Planners Managers of Maintenance
2. Develop powerful connections – exchange ideas & Reliability
CBM Coordinators &
with peers, share best practices and expand
Specialists Mechanical Engineers
professional relationships
Chief Engineers Operations Managers
3. Stay up-to-date on new technologies – make Design Engineers PdM Analysts &
your job easier Engineers & Engineering
Specialists

4. Become more valuable to your company – learn Managers Planners & Schedulers
processes to reduce downtime and control costs Facility Managers Plant Managers &
Engineers
Hydraulic Specialists
5.
Discover solutions that you can implement
Project Leaders
immediately – address specific issues Industrial Maintenance
Supervisors Quality Managers
6. Save money – deduct conference expenses Industrial Mechanics Reliability Coordinators
on your taxes
Infrared/Vibration Reliability Engineers
7. Find new customers, suppliers and resources – Technicians
Reliability Team Leaders
generate leads and develop partnerships Lab Managers
Reliability Technicians
Lube Analysts
8. Attend specialized half-day workshops – offered Safety Managers &
before AND after the conference Lubrication Technicians & Directors
Specialists
Senior Reliability
9. Share what you learn with co-workers –
Machinery Engineers Engineers
technical papers and presentations provided
Maintenance Engineers & TPM Coordinators &
10. Invest in your company – capture information Managers Facilitators
and apply what you’ve learned on the job Maintenance Planners ….and more
Keynote

BATTLE-TESTED
PRINCIPLES FOR
WORLD-CLASS
LEADERSHIP
Mark McGinnis
Tuesday, April 17th
8:00 - 9:20 a.m.
Originally from Monroe, North
Carolina, Commander Mark
McGinnis began his military career
at the United States Naval Academy
where he was a four-year member
of the varsity football team. After
graduating from the USNA in 1993,
Commander McGinnis went on to
achieve a decorated 17-year career
defending his country as a U.S.
Navy SEAL. During his time as a
SEAL, he led over 400 missions
successfully while never losing a
member in battle. Following his
time in the service, he moved into
the public sector, working as a
regional sales director for a Fortune
500 medical company. Drawing on
his experiences from the military,
athletics and the corporate world,
he founded SEAL Leadership
LLC, through which he advocates
a message of communication,
accountability and teamwork.
Commander McGinnis’ experience
allows him to lead his clients through
the process of attaining a SEAL-like
level of elite performance that is
equal parts inspiring, captivating and
challenging.

For more about Reliable Plant 2019,

visit Conference.ReliablePlant.com.
Reliable Plant Conference & Exhibition celebrates its 20th anniversary in April,
and to commemorate the event, we are giving away 20 prizes!
One lucky Reliable Plant attendee will experience the magic at Walt Disney World
in Florida by winning the grand-prize package that includes round-trip air fare to
Orlando for four people, five nights at a Disney property, four 4-day Park Hopper
passes, a dining package and transfers from the airport to the hotel. In addition
to the grand prize, 19 Reliable Plant attendees will have the opportunity to win
amazing giveaways. Below are a few prizes you could win:
>> Echo Spot >> Fire HD 10 Tablet
>> Apple Watch Series 3 >> Apple iPad
>> iRobot Roomba 690y >> Makita 18V 5-Piece Combo Kit
>> Ring Video Doorbell 2 >> DEWALT 20V 7-Tool Combo Kit
>> Samsung 55” 4K HDTV >> And much more!

Learn more at Conference.ReliablePlant.com/giveaway/.

Certificate Programs

In addition to more than 90 learning sessions, Reliable Plant provides conference attendees
with the opportunity to participate in specialized certificate programs. Presented by industry
experts, each certificate program offers a customized learning path consisting of a half-day
pre-conference workshop and four learning sessions on key topics that every maintenance and
reliability professional needs to know. Along with a full-conference registration and workshop,
program participants will receive:
>> Certificate of Completion >> Noria Bookstore Bundle

Visit Conference.ReliablePlant.com for more information, pricing and details for all
certificate programs.

MAINTENANCE MANAGEMENT PLANT MAINTENANCE

Key Principles and Best Practices for SPONSORED BY: DIGITALIZATION
Better Maintenance Management Maintenance Digitalization: Improving SPONSORED BY:
Christer Idhammar and Owe Forsberg, IDCON Workforce Productivity and Compliance
Monday, April 15 | 8-11:30 a.m.
Paul Muir, Mobideo
Learning Sessions: Monday, April 15 | 8-11:30 a.m.
>> Practical Steps to Optimizing Your Preventive Maintenance Learning Sessions:
Program - Nathan Wright, IDCON >> Understanding Digitalization and How It Can Optimize
>> How to Manage Plant Shutdowns and Turnarounds Complex Maintenance Activities - Paul Muir, Mobideo
- Owe Forsberg, IDCON >> Strategies for Integrating the Connected Worker, the
>> Harnessing the Power of Root Cause Investigations Connected Manager and the Connected Machine
- Nathan Wright, IDCON - Paul Muir, Mobideo
>> Techniques and KPIs for Effective Backlog Management >> Panel Discussion: Common Questions and Challenges in
- Owe Forsberg, IDCON the Journey to Plant Maintenance Digitalization
- Paul Muir, Mobideo
CONDITION MONITORING >> Exploring the Future of Maintenance - Jeremy Wright,
Advanced Technology Services
How to Integrate Multiple Condition SPONSORED BY:
Monitoring Technologies for
Maximum Reliability PLANNING & SCHEDULING
Walter Barringer, Allied Reliability 8 Steps to Successful SPONSORED BY:
Monday, April 15 | 1-4:30 p.m.
Maintenance Planning
Learning Sessions: Jeff Shiver, People and Processes
>> The Power of Integrating Onsite and Offsite Oil Sample Monday, April 15 | 1-4:30 p.m.
Data with Machine Learning and the IIoT - Matt Spurlock, Learning Sessions:
Allied Reliability
>> How to Create an Effective Maintenance Planning and
>> How to Use Vibration Analysis to Identify Equipment Storeroom Partnership - Jeff Shiver, People and Processes
Problems - Walter Barringer, Allied Reliability
>> Finding True North with Your Maintenance Scheduling
>> Understanding the Complexities of Ultrasound for Machine - Jeff Shiver, People and Processes
Condition Monitoring - T.J. Garten, Allied Reliability
>> Maintenance Metrics and KPIs: Drive Behavior by Measuring
>> Common Traps of Infrared Thermography and How to What You Treasure - Jeff Shiver, People and Processes
Avoid Them - T.J. Garten, Allied Reliability
>> Actionable Approaches for Continuously Improving Your
Planning and Scheduling Processes - Jeff Shiver, People
and Processes

PRE-CONFERENCE WORKSHOPS
Monday, April 15 | 8-11:30 a.m.
Key Principles and Best Practices for
Better Maintenance Management -
Christer Idhammar and Owe Forsberg, IDCON
Success in maintenance
management requires a framework
that must be followed and
understood by the organization
as a whole. This principle applies
whether you are an area supervisor,
maintenance manager, plant
manager or corporate vice president.
Unreliable equipment creates
pressure that is felt by everyone
in the plant. Most managers in
the maintenance profession have
a difficult time focusing on the future because they are
too busy trying to make the plant run today. There should
be a better way. What are the steps for turning around
an unreliable plant? This workshop will provide a deeper
understanding of the business processes that support
effective plant maintenance. Attendees will learn the
thought processes to help them hone in on the right
things, as well as discover how to implement maintenance
management best practices.
Maintenance Digitalization:
Improving Workforce Productivity and
Compliance - Paul Muir, Mobideo
This interactive workshop will
explore modern digital techniques
and detail the opportunities within
asset maintenance processes to
improve workforce productivity and
compliance. You will learn how to evaluate and quantify the
benefits of digital projects in order to identify the highest
payback opportunities. Join Mobideo’s Paul Muir as he
explains what digitalization is, what the challenges are in
the industrial workforce environment, and what big wins in
productivity improvements are possible with digitalization.
You will gain a better understanding of how digitalization
can help manage contract workforces, what compliance
challenges often arise due to poor communication and
paper-based processes, and how real-time management
visibility and analytics can improve productivity in both the
short and long term.
Conference Workshops
PRE-CONFERENCE WORKSHOPS
Monday, April 15 | 1-4:30 p.m.
How to Integrate Multiple Condition
Monitoring Technologies for
Maximum Reliability - Walter Barringer,
Allied Reliability
How do the “big four” condition
monitoring technologies work and
what can they tell you about your
machinery and your equipment’s
condition? This workshop will focus on the four primary
condition monitoring technologies: vibration, infrared
thermography, ultrasound and oil analysis. Beginning with
an explanation of the applications for each technology,
Walter Barringer will cover what the technologies can and
cannot do when integrated into a condition monitoring
program. Attendees will learn how each of the four
primary technologies works, when and where to apply
each technology, which technologies to start with first in
a new condition monitoring program, and how to choose
equipment for inclusion in the program.
8 Steps to Successful Maintenance
Planning - Jeff Shiver, People and Processes
Studies have shown that only one
in 10 maintenance planners and
schedulers is utilized effectively.
Often these individuals are
distracted by almost everything
but planning, such as shagging
parts for jobs in progress, performing fire-extinguisher
inspections or managing contractors. In this workshop,
you will discover how to establish business processes for
better maintenance planning and scheduling, including
how to define roles and responsibilities, train and coach
the planner function, create partnerships with specific
stakeholders, develop and organize precision job plans,
and leverage feedback for continuous improvement.
In addition to learning how to minimize distractions,
attendees will also gain insights for developing and
improving their planning performance regardless of the
current state of their maintenance planning.
Conference Workshops
Achieving a New Standard of Reliability
with the IoT - Jeremy Drury, IoT Diagnostics,
and Jon Prescott, Scante
Successful deployments of the internet
of things (IoT) typically are difficult,
fragmented, impractical and messy.
A holistic approach is often required
to overcome the barriers to IoT
development and achieve a connected
reliability environment. This workshop
will explain why you should not just be
looking to connect one asset or one
level of operation, but how managing
connected assets should be the new
standard for reliability practices in
the future. You will hear how organizations are reaping the
benefits of data-connected reliability applications that involve
critical assets, as well as how data aggregation can boost
reliability.

POST-CONFERENCE WORKSHOPS
Thursday, April 18 | 1-4:30 p.m.

Designing and Procuring Equipment SuccessIRies 201: Hands-on

to Increase Reliability - Jerry Putt, Noria
Corporation
Most efforts to meet reliability
goals generally come from the
maintenance organization.
Often the inherent reliability of
the system is determined by the
design and procurement practices employed long before
the equipment becomes the responsibility of the plant.
Design and procurement personnel usually are focused
on meeting functionality requirements within cost and
delivery time constraints. This workshop will provide
suggestions for designers and procurement professionals
that can result in higher potential reliability and give the
maintenance team a better opportunity to consistently
achieve the optimum capability of the equipment.
Thermography Workshop - Jim Seffrin,
Infraspection Institute
One of the most challenging steps
for a thermographer is leaving the
classroom and using an infrared
imager in the real world. While
thermography is a science, it is
also an art or craft requiring a skilled human operator
for both conducting the inspection and interpreting the
data obtained. This workshop will provide hands-on time
with infrared imagers to help attendees learn more about
infrared thermography. Participants will work with an
experienced instructor in small groups while focusing
on basic infrared techniques, common applications
and infrared support, including standards, program
management and development, and reporting techniques.

DON’T MISS INSIGHTFUL CASE STUDIES FROM THESE INDUSTRY LEADERS…

 Learning Sessions
Here’s a quick look at some of the more than 70+ learning sessions. New sessions are being added weekly, so stay up-to-
date by visiting Conference.ReliablePlant.com.

Certificate Condition Monitoring Plant Maintenance Digitalization

Case Study Program
Sessions: Maintenance Management Planning & Scheduling

Operational Reliability: What It Is Case Study: How Saudi Aramco Performed a

and How You Can Achieve It - George Williams and
Joe Anderson, B. Braun Medical
Maintenance departments are often the scapegoat for
plant problems, but without the support of operations,
maintenance cannot be successful holistically. This
presentation will explain what operational reliability is and
how it can be used to help knock down the silos on your
journey to a more reliable plant. You will discover how to get
your operations group engaged in maintenance, which tasks
operations can perform to alleviate strain on maintenance
resources and how to develop basic preventive maintenance
procedures for operators.
Driving a Maintenance Culture Change Through
Strategic Supplier Partnerships - Douglas Smith,
Conagra Foods, and Conor Flaherty, Rilco Fluid Care - Predictive Services
This case-study presentation will detail the journey the
Conagra Foods’ plant in Fort Madison, Iowa, took to become
more proactive with its maintenance practices. Douglas
Smith and Conor Flaherty will share how the plant has
built a strategic partnership with its vendors and how that
partnership has been used to create a culture change within
the maintenance group and beyond. Attendees will hear
real-life examples and learn the keys to making a vendor
partnership work, the difference between a vendor supplier
and a vendor partner, and how to overcome past failures and
turn them into successes.
Successful Plant Turnaround and Inspection
- Omar Alsahlawi, Saudi Aramco
This case-study presentation will detail Saudi Aramco’s
journey to plant turnaround and inspection (T&I) success.
Even with proper planning and effective leadership, most
plant turnarounds and inspections can be challenging.
However, Saudi Aramco’s T&Is had become more difficult,
as they were aligned with several capital projects, including
vessel replacements where huge pressure traps were being
changed out. Attendees will hear the processes, procedures,
best practices, new technologies and innovations that helped
Saudi Aramco achieve improved results with its safety,
productivity, maintenance and reliability.
From Firefighting to First-class Maintenance:
A Never-ending Battle - George Miconi and Don
McDaniel, Worthington Industries (Steel Division)
This case-study presentation will provide a detailed
roadmap to a sound maintenance program so you can
improve machine uptime at your organization. Join
Worthington Industries’ Don McDaniel and George Miconi
as they share the path their company took to transition from
being reactive to becoming more proactive and achieving
greater uptime. You will hear why communication is key, how
to determine the root cause of problems, why change is your
friend and how anyone can develop a team of first-class
maintenance technicians.

Root Cause Analysis and Implementation: How to Develop and Implement Better Maintenance
A Case Study - Ashley Troyer, Lockheed Martin
This case-study presentation will explain how root cause
analysis was performed on a 10-year-old cooling tower to
identify the real issues behind the recent failures and related
costs. Lockheed Martin’s Ashley Troyer will describe the
evidence found during root cause analysis and the actions
taken to improve the reliability of the cooling tower along with
its current performance. Attendees will learn the importance
of using forensic evidence to steer maintenance actions in
the right direction and prevent or minimize future equipment
failures, which is key in changing your maintenance efforts
from reactive to proactive.
Processes - Dave Ashbourne, EPCOR
This case-study presentation will explain how you can drive
continuous improvement at your plant by developing and
implementing better maintenance processes. Whether you
are a maintenance leader or are aspiring to become one, you
will want to join EPCOR’s Dave Ashbourne as he describes
how his plant was able to achieve a dramatic increase in
reliability and key performance indicators (KPIs), along with
an engaged workforce. Attendees will learn specific ways to
improve maintenance performance, become a better leader
and manage change at their facility.
Advantages of Predictive Energy Management world’s largest polyethylene terephthalate (PET) plant. Join
- Kevin Grider, General Motors
In this case-study presentation, General Motors’ Kevin
Grider will discuss utilizing predictive technologies to
identify and mitigate energy waste, especially as it relates to
compressed air and steam heat. Attendees will see how the
General Motors Marion Metal Center developed a process
for reporting, verifying, quantifying and compiling results,
as well as the communication with the utility company that
has resulted in incentives. You will learn what waste is, what
it costs, what you can do about it and which technologies to
use to detect it.
How to Implement an Effective Machine Alignment effective leadership. This session will look at all the areas
Program - Joe Anderson, B. Braun Medical, and Frank
Seidenthal, Ludeca
Precision machine alignment is a critical ingredient in your
reliability efforts. A good alignment program can identify
and eliminate misalignment as a cause of equipment
failures, resulting in more uptime, reduced repair and labor
costs, and increased profits. However, implementing an
effective alignment program poses many challenges. This
presentation will discuss the importance of establishing
proper alignment procedures and employing best practices.
When employees receive thorough training and detailed job
specifications, they will be prepared to safely complete tasks
correctly. Attendees will hear lessons learned from failed and
successful programs as well as find out how to gain buy-in to
sustain a best-in-class program.
Case Study: How to Develop and Manage Your and supported. Schwan’s Michael Mazur will reveal how
Plant’s Maintenance Strategy
- Gilberto Rodriguez Ledezma, M&G Resins
This case-study presentation will describe the process of
developing and managing a maintenance strategy for the
Gilberto Rodriguez Ledezma of M&G Resins as he explains
the difference between the perception of what’s happening
in the maintenance department versus the reality in order to
help you define the right strategy for your plant. You will gain
a better understanding of the best practices and lessons
learned using different maintenance methodologies, key
performance indicators (KPIs) for maintenance, and what the
next generation of maintenance may hold.
Leading Your Team to Greater Reliability
- Terry Harris, Reliable Process Solutions
To have an effective reliability process, you must have
that should be addressed to lead your team to greater
reliability. Attendees will gain a better understanding of the
value and payback of training programs, the importance of
skills audits to develop employee training, how to get people
engaged in the reliability process, and how to become a true
leader and not just a manager.
Maximizing the Potential of Underutilized
Maintenance Team Members
- Michael Mazur, Schwan’s Global Supply Chain
In plants that operate around the clock, the night-shift crew
can be a source of exceptional accomplishments, but not
if they are unrecognized, unsupported or even diminished
in standing by other team members. This case-study
presentation will explain why the probability of turnover
will be high if personnel are not properly trained, directed
small actions and inactions over time can lead to a state of
unfulfilled potential. You will find out why communication is
key and how management, supervisors, team leaders and
other plant departments can support and position the third
shift for success.

Maintenance Metrics and KPIs: Drive Behavior impact of contamination on a gearbox. Attendees will learn
by Measuring What You Treasure
- Jeff Shiver, People and Processes
Do you have valid and actionable metrics? Some companies
don’t know where to start, while others are simply
overwhelmed, leading to analysis paralysis. The focus must
be on tying maintenance metrics, especially those from a
planning and scheduling perspective, to business objectives
in a holistic strategy. With the right metrics, you can
measure the collective success of the organization and the
individual contributions of the planner/scheduler function.
This presentation will identify metrics that can do both. You
will learn which metrics are leading and which are lagging
indicators, as well as how to define meaningful measures
that drive the right behaviors and yield actionable results.
Case Study: Transforming Your Maintenance team to scope the work and getting more done with less.
Storeroom from an Expense to an Asset
- Ryan Botelho, Home Market Foods
This case-study presentation will detail Home Market
Foods’ journey to reliability with its maintenance storeroom
management. Cost-saving activities had been focused on unit
costs instead of value, while inefficient inventory practices
were limiting the ability for maintenance technicians to
find the right part when they needed it. Labor and material
costs also continued to rise. See how supply chain
management techniques were used to gain better control of
the maintenance storeroom as well as how proper inventory
management improved the organization’s ability to provide
job plans and become more task-based. This planning has
increased uptime and maintenance labor productivity.
IoT Fundamentals for Non-IT Reliability Professionals
- Mary Jo Nye, On Now Digital
Industrial organizations are increasingly integrating
internet of things (IoT) technologies. Unfortunately, these
implementations can often create ambiguity or confusion
among operations and reliability departments. Plant
professionals who are interested in using IoT technologies
to monitor or control their devices must be familiar with the
nuances and viability of different types of products. This
panel discussion will act as a platform for learning practical
and quantifiable selection criteria geared toward operations
and reliability professionals. Bringing expertise and
experience from different industries, the panelists will discuss
IoT device selection, security considerations, resource
requirements, interoperability and total cost of ownership,
with a special focus toward industrial applications.
How to Monitor and Analyze Gearboxes with approaches for auditing your processes and performance
Vibration and Ultrasonic Inspections
- Mario Guilherme Silva Rupf, FLSmidth
This case-study presentation will reveal the results from
monitoring gearboxes used for general mining applications in
Brazil. You will gain a better understanding of the relationship
between vibration, ultrasound and viscosity, as well as the
Learning Sessions
how to utilize proper condition monitoring tools to identify
failure modes and avoid damage to gears and bearings, along
with why it is important to use the data collected in predictive
maintenance for successful proactive maintenance.
9 Steps to a High-Performance Maintenance Team
- Simon Murray, YourMaintenanceCoach
The maintenance department is critical to any organization,
but in many instances, it is seen as just a cost to the
business. However, in successful organizations, the
maintenance department leads the way with excellent
teamwork and demonstrates how it adds value every day.
This presentation will outline the key steps to creating a
high-performance maintenance team, including identifying
a common purpose, processing job requests, utilizing the
At the conclusion of this session, attendees will walk away
with a nine-step model that they can use to quickly lift the
performance of their team to the next level.
The Benefits of Transforming Your Lubrication Program:
A Case Study - Roger Story, Owens Corning
Lubrication excellence can be the inflection point of change
in a plant’s maintenance culture. The implementation
costs can be relatively low in comparison to predictive
technologies, and the results can be immediate and
measurable. The crown jewel of any lubrication excellence
program is often a world-class lube room. This case-study
presentation will detail the lube room transformation
at the Owens Corning composites plant in Aiken, South
Carolina, including the processes, lessons learned and
benefits of having world-class practices on display. Hear
how an upgraded lube room led to measurable gains on the
company’s bottom line.
Actionable Approaches for Continuously Improving
Your Planning and Scheduling Processes
- Jeff Shiver, People and Processes
Are you struggling to sustain results with your maintenance
planning and scheduling? Although you may have invested
in training for your planner/scheduler, remember that it
took some time to get everyone onboard. While the people
in these roles may remain the same, change is happening
everywhere. Sure, you have key performance indicators,
but are those metrics driving the right behaviors? This
session will help you verify your actual practices and develop
an auditing plan to maintain and continuously improve
planning and scheduling. You will walk away with actionable
with a focus on sustaining the planning and scheduling
function over time.
How to Establish an Electric-Motor Testing Program
- Dave Sirmans, The Snell Group
Implementing an electric-motor testing program can
Learning Sessions
seem like a monumental task, but by breaking it down into
manageable pieces, you can greatly increase your chances
of success. This presentation will outline a four-pronged
approach to using acceptance testing to increase the
reliability of the motors in your facility. Information will be
included on the percentage of both new and rebuilt motors
that fail acceptance tests, along with the percentage of
motors in storage that have faults. You will learn the 10 tests
that should be performed and what each one tells you about
the health of the motor, as well as how to properly store and
maintain tested motors in inventory.
Exploring the Future of Maintenance
Jeremy Wright, Advanced Technology Services
Many factors will help guide the future of maintenance,
including automation, staffing shortages, big data, artificial
intelligence, sensor technology, constrained budgets, cultural
shifts, etc. In this special roundtable discussion, Jeremy
Wright of Advanced Technology Services will explore the
current status of several of these key issues and speculate
what the future will usher into the maintenance industry. By
joining this conversation about the future of maintenance,
you will be better prepared for the upcoming changes and
understand how to capitalize on them if and when they occur.
The Role of Big Data in Plant Reliability
Noah Bethel, PdMA Corporation
What is “big data” and how does it affect your plant’s
reliability? Big data is a term used to refer to data sets that
are too large or complex for traditional data-processing
application software. This presentation will discuss the
history of big data and its progression in today’s industrial
market. Join PdMA’s Noah Bethel as he explains best-in-
class analytics and integration, reviews the dashboard
integration efforts for data analytics, and details various
implementations of big data for improved plant reliability.
Case Study: Best Practices for Achieving Hydraulic Oil
Cleanliness - Jeffrey Evans, Trinity River Lumber Co.
Industrial processes and environments often make it difficult
to achieve and maintain the desired cleanliness levels with
your hydraulic equipment. This case-study presentation
will identify the steps required to meet your cleanliness
goals and what each step involves. Attendees will get a
clear picture of the practices and processes that can lead to
improved cleanliness, including the correct filter and breather
application, proper fluid handling, and routine oil analysis.
You will also discover how clean oil can prolong component
life as well as how to clean bulk oil and avoid purchasing pre-
cleaned hydraulic oil.
How Oil Sampling and Filtering Can Save Money and Secrets of Effective Leaders: It’s All About Connecting
Reduce Your Carbon Footprint - Scotty Briner, Advanced
Composites, and Bernie Hall, Checkfluid
This case-study presentation will demonstrate how proper
oil sampling and filtration can minimize contamination,
leading to increased savings and reducing your company’s
carbon footprint. Attendees will get a before and after look
at Advanced Composites’ oil sampling program to see the
impact of improved filtering and sampling practices. You
will learn the best methods for keeping critical equipment
up and running, from extracting an oil sample to issuing
and scheduling work orders, as well as managing and
coordinating the completed work.
Condition Monitoring Techniques for Reciprocating
Compressors - Amir Basyouni, BHGE
Reciprocating compressors are among the most expensive
assets in a plant. Despite their criticality and importance,
they often are overlooked by condition monitoring teams
because the primary predictive maintenance tool is not
well-suited for these types of machines. This results in the
overall machine health being ignored and not diagnosed until
damage occurs. This presentation will explore why condition
monitoring should not only be used to protect reciprocating
compressors from catastrophic failure but also to predict and
diagnose any equipment abnormality to sustain reliability.
You will learn how this can be accomplished by monitoring
all machine components simultaneously and recording their
performance along with the operating parameters and overall
machine health.
How to Use KPIs to Align Your Organizational
Objectives - Joe Lonjin, Cohesive Solutions, and Zach Solis,
Lockheed Martin
With so many metrics available today, it is important for
maintenance organizations to ensure their key performance
indicators (KPIs) are transparent so all personnel, ranging
from front-line workers to the boardroom, can understand
and implement the chosen metrics to make better decisions.
This case-study presentation will detail how Lockheed
Martin uses data from its enterprise asset management and
computerized maintenance management systems to align
its organizational objectives for fleet and plant engineering
with KPIs. See how data not only was utilized but also
improved through active cooperation and communication of
performance expectations and transparent decision-making.
Attendees will learn how data confidence and quality were
derived and how these measures can support initiatives to
better use existing processes or improve them to drive the
organization forward.
How to Create an Effective Maintenance Planning
and Storeroom Partnership - Jeff Shiver, People and Processes
The Power of the Right Maintenance Schedule - Frank Pereira,
Coleman Consulting Group
- Jeff Parker, John Maxwell Team
Finding True North with Your Maintenance Scheduling
- Jeff Shiver, People and Processes
 Learning Sessions
A Day in the Life of a Maintenance Planner Understanding the Complexities of Ultrasound for
- Doc Palmer, Richard Palmer & Associates Machine Condition Monitoring - T.J. Garten, Allied Reliability
How to Manage Plant Shutdowns and Turnarounds Hitting Production Goals Using Remote Condition Monitoring
- Owe Forsberg, IDCON of Troubled Assets - Abhishek Jadhav, Dynapar
Practical Steps to Optimizing Your Preventive Taking Oil Condition Monitoring to the Next Level
Maintenance Program - Nathan Wright, IDCON - Andy Lantos, Laboratorio Dr. Lantos - Wearcheck Argentina, and Dave
Efficiency Improvements Through Streamlining Maintenance Wooton, Wooton-Consulting
Processes - Dr. Holger Streetz, Bathan AG Common Traps of Infrared Thermography and How to
Techniques and KPIs for Effective Backlog Management Avoid Them - T.J. Garten, Allied Reliability
- Owe Forsberg, IDCON How to Catch Failures Before They Occur with Thermal
Autonomous Robotics and Their Role in Industrial Inspections Imaging Technology - Leonard Harrington, FLIR Systems
- Jonathan Lenoff, VTRUS Integrating Condition Monitoring with CMMS to Maximize
4 Key Elements for Maintenance Program Success Uptime and Reliability - Frank Harmuth, DPSI
- Daniel Roessler, Accruent, and Andy Ruse, Maintenance Connection Using Oil Analysis to Identify the Root Cause of Maintenance
Leak Detection Techniques for Preventive Maintenance and Problems - Randy Clark, Polaris Laboratories
Diagnosis - John Duerr and Gabriel Dash, Spectronics Corporation Utilizing Smart Systems to Establish Oil Analysis Alarms
Digital Plant Maintenance and Reliability Best Practices - Michael Holloway, ALS Tribology
- Christopher Pham, Santa Clara County Using Infrared Spectral Microscopy for Equipment Failure
Using the IIoT to Advance Oil Analysis Effectiveness Analysis - Dave Wooton, Wooton-Consulting, and Cory Schomburg,
- Matt Spurlock, Allied Reliability PerkinElmer

Strategies for Digital Asset Management Visual Oil Analysis Made Easy - Chris Haught, Esco
- James Kovacevic, Eruditio Using SEM/EDS Technology for Better Wear Debris Analysis
The Digital Factory: How to Transform Your Plant Floor - Mindy Villalba, SGS North America
for Industry 4.0 - Francesco Benvenuto, OverIT How to Identify, Control and Remove Contaminants from Your
Panel Discussion: Common Questions and Challenges Oil - Peter Smyth and Tom Janikis, C.C. Jensen
in the Journey to Plant Digitalization - Paul Muir, Mobideo Best Practices for Controlling Varnish in Hydraulic Systems
The Industry 4.0 Evolution: Taking Advantage of Connected - Kristine Mikulan, Schroeder Industries/HYDAC, and Matt Brown,
Reliability - Gregory Perry, CMRP, CRL, Fluke Corporation Schroeder Industries

How to Identify Cybersecurity Issues in Your Facility Controlling Water in Oil Contamination - Scott Howard, Hy-Pro
- James Houston II, Facilities and Building Management Software Filtration
Commission
Increasing Equipment Reliability with Higher Viscosity
Reliability in the Cloud: How to Deploy Cloud-based Lubricants - Yvette Trzcinski, Petro-Canada America
Maintenance Solutions - Eric Whitley, Leading2Lean
Understanding Digitalization and How It Can Optimize
Maintenance and Reliability - Paul Muir, Mobideo
The Basics of Electric Power System Reliability
- Alan Ross, SDMyers
Harnessing the Power of Root Cause Investigations
- Nathan Wright, IDCON
Using Motion Amplification as a Root Cause Analysis Tool
- Jeff Hay, RDI Technologies
How to Use Vibration Analysis to Identify Equipment
Problems - Walter Barringer, Allied Reliability
Lube Techs: Your Hidden Resource for Condition Monitoring For more information, visit
- Forrest Pardue, 24/7 Systems Conference.ReliablePlant.com
Special Events

ALS TRIBOLOGY LAB TOUR SPONSORED BY:

TESTOIL LAB TOUR SPONSORED BY:

Monday, April 15 Tuesday, April 16

Join us for a private, after-hours guided Join us for a private, after-hours guided
tour of ALS Tribology’s laboratory facility. tour through the TestOil laboratory facility.
>> Round-trip transportation provided >> Round-trip transportation provided
>> Drinks and appetizers provided >> Dinner provided
>> Additional cost, limited availability >> Additional cost, limited availability
Note: Add to your conference registration. Participants must wear full-coverage, close- Note: Add to your conference registration. Participants must wear full-coverage, close-
toed shoes and pants that cover ankles. Safety eyewear provided. toed shoes and pants that cover ankles. Safety eyewear provided.

NON-DENOMINATIONAL SPONSORED BY:

ROCK & ROLL HALL SPONSORED BY:

OFFSITE PRAYER OF FAME TOUR

BREAKFAST Wednesday, April 17
Wednesday, April 17 Get an exclusive tour and galley talks with
>> Cleveland Marriott Downtown at Key Tower docents, followed by a chance to independently browse
>> Full, hot buffet breakfast, coffee, juices exhibits and galleries such as the Roots of Rock Gallery,
>> Opening remarks, prayer and closing ceremony the Elvis Exhibit and the Beatles Exhibit. All guests will
>> Keynote address receive a commemorative gift on the bus trip back.
>> Free entry with pre-registration >> Round-trip transportation
Note: Add to your conference registration.
>> Dinner and non-alcoholic beverages
>> Commemorative gift
>> Additional cost, limited availability
Note: Add to your conference registration.
 Exhibition Hall & Exhibitors
EXHIBITOR LIST Make your conference experience as valuable as possible.
Key Sponsors Shown in Blue (As of 1/04/19) Wander the expansive exhibit hall and discover tools and
solutions among this comprehensive group of global
suppliers representing various disciplines of reliability
A.W. Chesterton Gill Sensors & Controls PerkinElmer
Ltd and industrial lubrication. With more than 90,000 square
Accruent Petro-Canada
Graco Lubricants feet of exhibit hall space, attendees can meet with more
Alliance for American than 100 exhibitors highlighting innovative products and
Manufacturing GTI Predictive PFP USA
Technology, Inc. (Precision Filtration) services over the course of three days. Network with
Allied Reliability colleagues during lunch breaks and receptions, gather
Hamar Laser Phillips 66 Lubricants
ALS Tribology hands-on information and generate ideas to address
Instruments POLARIS
AMETEK Arizona Laboratories® specific needs.
Instrument Hanil Lubtec CO., LTD
Harvard Corporation PRUFTECHNIK, Inc.
Andromeda Systems
Incorporated HENEK FLUID PURITY R&G Laboratories, Inc.
Augury SYSTEMS RDI Technologies, Inc. EXPANSION LUNCHEON

BECHEM Lubrication HENEK Manufacturing, Reliability Concepts

Technology Inc.
Royal Purple
Beckman Coulter Life Henkel Corporation
Sciences (LOCTITE) Schroeder Industries /
HYDAC 143 144 243 244 343 344 443 444 543 544 643 644

Bekaworld LP Hilco Filtration

Systems SDMyers, Inc. 141 142 241 242 341 342 441 442 541 542 641 642

C.C. Jensen, Inc.

Hy-Pro Filtration SGS North America 139 140 239 240 339 340 439 440 539 540 639 640
Cannon Instrument (Herguth)
Company IDCON INC 137 638
Shinkawa
CheckFluid, Inc. IJSSEL 135 136 235 SHOW PRIZE 435 436 535 536 635 636
Simatec, Inc. GIVEAWAY

Chemours (The IMI Sensors, a PCB 134 233 334 433 434 533 534 633 634

Chemours Company) Piezotronics Division Specialty

Manufacturing, Inc. 131 632

Chevron Lubricants Inpro/Seal

Spectro Scientific 129 130 230 630

Closed Loop Recycling Intertek

Spectronics 128 227 228 327 328 427 428 527 528 628

Connection Technology IOW Group Corporation 125 626

Center (CTC) I-Rod Pipe Supports SPM Instrument, Inc. 123 124 223 224 323 524 623 624
Coupling Corporation LGC Standards
of America Superior Environmental 121 122 621 622
Listen Technologies Solutions, Inc. (SES)
Dexsil Corporation 120 219 220 319 320 520 619 620
LubricationPlus Swift Filters, Inc.
DPSI 117 618
Ludeca, Inc. Tannas Co. & King
DropsA USA Refrigeration 115 216 516 615 616
Midland Manufacturing
DuPont Sustainable Company, Inc. Tennessee Bottle 113 114 213 214 313 314 413 414 513 514 613 614
Solutions Company / Indiana
Mighty Lube Bottle Company 111 612
Dynapar
Mobideo TestOil 109 110 209 510 609 610
Engineered Lubricants
Monroe Infrared Total Specialties USA, 208 307 308 408 507 508 607 608
Enviropeel, USA Technology Inc. 105
Eruditio LLC National Filters, Inc. TTI-Todd Technologies
Esco Products, Inc. Inc SHOW OFFICE
Nikola Labs 101 102 202 301 302 402 501
Filtertechnik UE Systems, Inc.
No Limit Oil Filtration
Filtration Group Technologies LLC US Lubricants
Fluid Technologies, Inc. Noria Corporation ViewTech Borescopes ENTRANCE

FS-Curtis Oil Filtration Systems VTRUS

FS-Elliott Pall Corporation Whitmore
Generation Systems PdMA Corporation Wilcoxon Sensing
Technologies
GenesisSolutions, An People and Processes,
ABS Group Company Inc. Y2K Filtration For more information, visit
Conference.ReliablePlant.com
Networking
EXHIBIT HALL RECEPTION
Tuesday, April 16, 5:30-6:30 p.m.
Gather with fellow attendees and exhibitors for the
evening reception in the exhibit hall.
>> Appetizers, bar and entertainment
>> Open to all Reliable Plant attendees and exhibitors
EVENING RECEPTION
Wednesday, April 17, 5:30-7:30 p.m.
Join us in the Atrium for an evening of networking, fun and
food with colleagues.
>> Appetizers, bar and entertainment
>> Open to all Reliable Plant attendees and exhibitors
TOP 10 MUST-DOS
IN CLEVELAND
1. Spend some time at the Rock & Roll Hall of
Fame and view a diverse array of rock
memorabilia and artifacts such as Michael
Jackson’s white-sequined glove, Elvis
Presley’s motorcycle, Jerry Lee Lewis’ piano
and guitars from Jerry Garcia, Billie Joe
Armstrong and Mike McCready.
2. View one of the largest Egyptian relic
collections in the world, along with
approximately 45,000 other pieces, at the
Cleveland Museum of Art.
3. Relive a beloved holiday movie by paying
a visit to A Christmas Story House, located in
Cleveland’s Tremont neighborhood.
4. Spend some time relaxing along the shore of
Lake Erie or partake in stand-up paddle
boarding or kayaking.
5. Set aside an afternoon to visit the 80-plus
family-owned booths at the historic West
Side Market.
6. Interested in historical Cleveland figures?
The Lake View Cemetery contains the graves
of several notable residents including
President James A. Garfield, Eliot Ness and
John D. Rockefeller.
7. Looking for libations? Stop by the Great Lakes
Brewing Company, which now houses the
original bar that Eliot Ness visited and
even see the bullet his gun discharged into the
mahogany bar.
8. Seeking diverse food? Make lunch or dinner
plans for Sokolowski’s University Inn, a
cafeteria-style restaurant featuring authentic
Polish cuisine.
9. Want to check out the host city? Spend some
time in Downtown Cleveland and visit all the
different neighborhoods, including East 4th
Street and the Warehouse District.
10. Check out the 183-acre Cleveland Metroparks
Zoo that features several areas, including
Australian Adventure, African Savanna, The
Rain Forest and Asian Highlands.
Reliable Plant Conference & Exhibition 2019 will be held at the Huntington
Convention Center in Cleveland, Ohio. Specially rated blocks of rooms are
reserved at the Cleveland Marriott Downtown. You can take advantage of these
discounted rates by booking your room(s) directly with them using the group
code “RELIABLE PLANT 2019” at the time of your reservation. Availability is
limited, so you are encouraged to make reservations early.

GET TO KNOW
Cleveland Marriott Downtown CLEVELAND
at Key Tower Situated on the southern shore
127 Public Square, Cleveland, Ohio 44114 of Lake Erie, Cleveland has a long
1-800-228-9290 manufacturing history. Starting
with its emergence as an important
>> Call toll-free 1-800-881-1523 to
American manufacturing center in
reserve your room by March 25, 2019
the early 20th century, Cleveland
>> Single occupancy is $175 remains the home to several Fortune
>> Use group code: RELIABLE PLANT 2019 500 companies that serve several
>> Make all hotel reservation changes and strategic industry sectors such as
cancellations directly with your hotel automotive manufacturing, electric
>> Visit Conference.ReliablePlant.com for a and light, food processing, and metal
shortcut to the hotel registration site production and fabrication.

GET A FREE NORIA TRAINING COUPON

Valued up to $1,495!*

Full-conference registration includes a $1,495 training

coupon which can be used toward Noria’s lubrication or
oil analysis training courses. Use it yourself or give it to a
co-worker. It’s like attending the conference and getting
Noria training for free!

*Terms and Conditions: Only one coupon issued per person. No cash value. Coupon is transferable within your organization and must be presented when registering for the training.
Coupon is valid for Noria public training courses in the United States taking place between April 2019 and April 2020, or online courses purchased prior to April 2020. Coupons are
given to full-conference (Tuesday-Thursday) attendees who pay their conference registration fee and attend the conference. Speakers and exhibitors are not eligible unless paying
full-conference registration fees. Coupons may not be used for private onsite training.
2019 Pricing & Discounts

REGISTER NOW & SAVE $200 (UNTIL MARCH 13)

Individual Individual Group (3-9) Group (10+)

$1,195 $1,495 $995 $895

REGULARLY $1,395 REGULARLY $1,695 REGULARLY $1,045 REGULARLY $945

With a certificate program

Add a Workshop $245 REGULARLY $295

HOW TO REGISTER

Online: Phone: Fax:

Find the most up-to-date Give us a call Monday – Friday, Fax your completed
information by visiting 8 a.m. – 5 p.m. (CST) registration form to:
Conference.ReliablePlant.com 918-392-5038 918-746-0925

WHAT’S INCLUDED? BRINGING THE CREW?

FULL-CONFERENCE REGISTRATION INCLUDES: GET A DISCOUNT.
>> Admission to all conference sessions 3 to 9 attendees: Get three or more full-conference
>> Conference proceedings registrations for only $995 each.
>> Opening general session and keynote address 10 or more attendees: Get 10 or more full-conference
>> Exhibition hall access registrations for only $895 each.
>> Daily breakfasts, refreshments and lunches
>> Networking receptions
>> FREE Noria training coupon, valued up to $1,295
WORKSHOP REGISTRATION INCLUDES:
>> Course materials
>> Refreshment breaks
>> Opening general session (Tuesday only)
>> Exhibition hall access

Registrations canceled before March 1, 2019, will receive a full refund. Cancellations made after March 1, 2019, are subject to a $75 administrative fee. Cancellations after March
15, 2019, are not eligible for refunds. However, you may send a colleague in your place. If you are unable to send a colleague, the entire registration fee will be forfeited.
 WANT TO SPONSOR?
It’s not too late to consider a sponsorship.
Sponsorship packages are sold on a first-come, first-
served basis. A few premier sponsorships remain.
Increase your visibility and put your marketing dollars to
work for you by joining this prestigious group of Reliable
Plant 2019 sponsors.
READY TO EXHIBIT?
Prime booth locations go fast, so reserve your exhibition
space now! Spending three days on the Reliable Plant
exhibit hall floor is equivalent to months of travel and
hours of phone calls and meetings. Reliable Plant 2019
will provide the perfect setting for prospective customers
to come to you.

For more information, call 1-800-597-5460 or visit Conference.ReliablePlant.com.

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Noria.com | 800-597-5460

Attend. Learn. Apply.

>> 90+ Learning Sessions
>> 100+ Exhibitors

>> 30+ Case Studies

>> 4 Certificate Programs

>> 7+ Networking Events

>> 7 Workshops

>> Plus Much More!

REGISTER NOW & SAVE $200 (UNTIL MARCH 13)

Individual Individual Group (3-9) Group (10+)

$1,195 $1,495 $995 $895

REGULARLY $1,395 REGULARLY $1,695 REGULARLY $1,045 REGULARLY $945

With a certificate program

Add a Workshop $245 REGULARLY $295

HOW TO REGISTER

Online: Phone: Fax:

Find the most up-to-date Give us a call Monday – Friday, Fax your completed
information by visiting 8 a.m. – 5 p.m. (CST) registration form to:
Conference.ReliablePlant.com 918-392-5038 918-746-0925