When hydraulic oil turns from that golden honey color of new oil to a dark brown, does that mean it must be changed immediately? Is the system suffering from lost lubricating properties or gross contamination when this occurs, or is this a normal aging characteristic to be dismissed so long as the oil analysis results are within acceptable parameters? 


These types of questions are often asked whenever hydraulic fluid maintenance is discussed. Many people compare the oil in their industrial hydraulic systems to that of their automobile, assuming if the oil has turned to a dark brown that it must be changed as soon as possible regardless of how long it has been in service. 


It’s easy to forget that the oil in an industrial hydraulic system is kept in a much different environment than the oil in an internal combustion engine. A color change in hydraulic oil is a good reason to be alert but not a good reason to go running for the oil skid to replace it right away. You first need to determine why the oil has changed color. 


The two most common causes of oil darkening are thermal stress and oxidation, neither of which will necessarily require that the oil be replaced. The first step is to take a representative sample of the oil and have it analyzed. I have seen hydraulic oil that has darkened considerably but was still perfectly good to remain in service. I have also seen hydraulic oil that has retained its original color but could not meet the parameters necessary to provide adequate system protection. In short, a change in oil color alone tells you nothing about the serviceability of the oil.


However, darkening of the oil can direct you to potential problems that may need to be addressed. Perhaps a system has one or more “hot spots” where the oil is heated up significantly in a localized area, but the temperature is brought down again once it reaches the relatively cool reservoir. 


I once found a valve that had failed, forcing oil through a small orifice with a significant pressure drop. This generated a relatively large amount of heat, but it was localized in only a very small amount of the system oil. The only symptom was a darkening of the oil. 


When a sample of the oil was analyzed, it was determined that the acid number and viscosity had not changed, eliminating the likelihood of oil oxidation and suggesting that the change in color was the result of thermal degradation. Inspection with an infrared camera located the overheating valve in very short order. The valve was replaced, and significant varnish was noted at the point where the heat was generated. Oil analysis showed that the oil was perfectly suitable for continued service, but since there was no discernible change in system operation, the valve failure may very well have gone unnoticed until it became a system outage had there been no color change in the oil.


While oxidation, the chemical union of oil and oxygen, is a common reason that hydraulic oil stability is reduced, the amount of color change is not a good indication of the level of oxidation. Antioxidants will react as they do their job, frequently producing colors ranging from brilliant yellow to inky black. There are a number of factors that include formulation, operating conditions and contaminants, any of which can cause a considerable color change without significant oil degradation. Although the color change can be alarming, the oil can still retain good antioxidant potential, since a series of these reactions can occur before becoming truly exhausted. Again, the only way to be certain of the oxidation level is by oil analysis. Look for an increase in the oil’s viscosity and acid number as an indication of oxidation.


The presence of metal catalyst particles, heat, oxygen and water all contribute to oil oxidation. As the acid level increases, corrosion of components will become more likely. Viscosity will increase as soluble contaminants mix with the oil. This will leave sludge, varnish and tar deposits as a thin, insoluble film throughout the system’s internal surfaces. The degradation process accelerates with continued exposure to these elements.


Oxidation can be kept to a minimum by normal fluid maintenance practices. The rate of all chemical reactions, including oxidation, will approximately double for every increase in temperature of 10 degrees C (18 degrees F). For most mineral-oil-based hydraulic systems, the maximum recommended temperature is 140 degrees F (60 degrees C). For every 15 degrees F (5 degrees C) above this temperature, the oil’s life span will be cut in half. 


System pressure can make a difference, too. As pressure increases, so does fluid viscosity, which causes an increase in friction and heat generation. Also, increased pressure results in an increase of entrained air (and therefore oxygen). The additional oxygen will accelerate the oxidation reaction of the oil. It is recommended that system pressure be kept as low as possible for maximum system efficiency and longevity of the oil and system components. 


Contaminants are another factor that can affect oxidation. A 1-percent sludge concentration in hydraulic fluid will double the rate of oxidation as compared to fluid with no sludge at all. Certain metals, most notably copper, act as catalysts for oxidation reactions, particularly in the presence of water. The presence of water and copper is a common occurrence when a heat exchanger ruptures.


When you find that your hydraulic oil has darkened in color, don’t assume that it needs to be replaced. It is quite likely that there are years of service remaining in your fluid. Get a good representative sample and have it analyzed. The most representative sample will be taken immediately downstream of the pump. The second best location is from the exact center of the reservoir, obtained either while the system is running or immediately after shutdown. 


If you are just beginning a fluid sampling program, a good starting point is every 13 weeks. Adjust the frequency of sampling based on the analysis results. Keep at least a full year of analyses on file for comparison and spotting trends. Only then will you truly know the condition and serviceability of your hydraulic fluid.

Noria Corporation’s 17th annual Reliable Plant Conference & Exhibition, which was held recently in Louisville, Kentucky, proved to be among the most successful in the event’s history, drawing more than 1,000 attendees from 46 U.S. states and 27 countries. The premier event for lubrication, oil analysis and reliability professionals saw a significant increase in attendance compared to 2015 and 2014, with a number of organizations sending multiple representatives, including Bridgestone, Chevron, Citgo, Honda, Michelin and Simmons Feed Ingredients.


“There are a lot of good exhibits here and a lot of good equipment that could improve our processes greatly to help us achieve our goals,” said Michelin’s Charles Grace.


Attendees were able to choose from nearly 80 learning sessions on a variety of topics, such as why preventive maintenance will not solve your reliability problems, how the industrial Internet is changing asset management, six key elements for world-class manufacturing and best practices for selecting lubricants.


Case studies were presented by a number of industry leaders, including Kimberly-Clark’s Jeffrey Ng, Holcim’s David Hull, Sinclair’s Gene Goetz and Fallon Schmidt, Weyerhaeuser’s Nathan Southwell, the Schwan Food Company’s Michael Mazur, Eli Lilly’s Ron Reimer and Seminole Electric Coop’s Brian Thorp.


“I spent the whole day going to the learning sessions,” said Tronox’s Roger Borycki. “There were a lot of good perspectives and a lot of very good and passionate speakers. It’s great to see how other people have managed to take information, apply it and get the benefits from it.”


In the exhibit hall, more than 100 industry-leading companies and organizations were on hand to showcase the latest technology and innovations available in the marketplace. New offerings from Luneta, OilSafe, Lubrication Engineers, Spectro Scientific and KCF Technologies were among a few of the products and solutions unveiled at the event.

“My favorite part of the conference has been meeting with the vendors that are here,” said Robin Davis of Calgon Carbon. “There are a lot of products that we need at our facility to start our reliability program, and it has been excellent to be able to meet with them and see what’s out there instead of having to try to track them down on my own.”


“I found solutions,” said Roberto Arredondo of Cott Beverages. “It was like a candy store for me. It’s toys for boys. I am going to implement easily five solutions that are going to improve my reliability.”


In the opening general session, Dan Rockwell, the “Leadership Freak,” gave a rousing keynote address titled “Finding Fire,” in which he described five powerful principles that have the potential to invigorate leaders and transform organizations.


“So many things are solved in leadership and management when we connect with each other,” Rockwell told attendees. “If you want to build passion in people, connect with them. If you want to fuel fire, connect with them. It’s in the disconnected groups and with the disconnected leaders where people lose energy and lose their fire.”


Also during the opening general session, the International Council for Machinery Lubrication (ICML) presented the Augustus H. Gill award for excellence in oil analysis to Ontario Power Generation’s Darlington Nuclear Generating Station along with the John R. Battle award for excellence in lubrication to Anglo American’s Minas-Rio mine in Brazil. For more on the ICML awards, see the related article here. 


Two new certificate programs were added to Reliable Plant 2016, giving attendees the chance to gain even more in-depth knowledge and insight. Noria’s Jim Fitch kicked off the leadership certificate program with his Lubrication Excellence Essentials for Leaders workshop, while the fundamentals certificate program got underway with Wes Cash’s Essential Elements of Industrial Lubrication Fundamentals workshop. 


“Jim Fitch’s Lubrication Excellence Essentials for Leaders workshop was excellent,” noted Nnamdi Achebe of Petrosave Integrated Services. “I learned everything I needed to know about lubrication best practices.” 


Following the pre-conference workshops, certificate program participants attended four key sessions over the next two days and then were honored at an exclusive champagne reception, where they were presented with a commemorative plaque, a certificate of completion and a collection of books from the Noria bookstore. 


“I really liked the certificate program,” said Aryzta’s Paul Cannon. “I think you have a select group of speakers who have a really high level of experience and who have been through the ropes. You know when you are listening to a guy like that and he is saying this is the way to do it, that he is an authority.”


Also new in 2016 was the non-denominational prayer breakfast on Wednesday morning sponsored by SDMyers. Keynote speaker Pat Day gave his inspiring testimony while attendees enjoyed a buffet breakfast.


Along with three pre-conference workshops, two post-conference workshops were presented immediately following the three-day event. Onsite certification testing was also available from ICML, the Society of Maintenance and Reliability Professionals and the Association of Asset Management Professionals. 


The offsite Jim Beam Distillery tour was a big hit with those lucky enough to reserve their spot. The first 50 registrants enjoyed a private guided tour through the distillery along with a barbecue dinner and bourbon tasting. 


The Tuesday and Wednesday evening receptions provided attendees with a great opportunity to network with their peers and exhibitors while enjoying the entertainment, drinks and hors d’oeuvres.


After the last learning sessions on the final day of the event, everyone gathered in the exhibit hall to find out which lucky attendee would win the show-prize giveaway - a six-day trip for two to Hawaii. All registered attendees who visited each of the sponsoring exhibitors’ booths were eligible to win. After a brief hula dance from a native Hawaiian performer, Mike Finkler of Continental Building Products heard his name called as the big winner. 


“I was kind of speechless,” Finkler said of his reaction. “I thought it might have been a mistake. Once they told me it was real, I was like, ‘Wow.’ I didn’t know what to do at that point. I was just so excited to receive a gift like that. It was great. I can’t wait to call my wife.”


Finkler was attending his very first Reliable Plant conference as part of his training as a lubrication technician. Although he and his wife have never been to Hawaii, they are making plans to visit the Aloha State in the fall. 


Cannon Instrument Co. also held a drawing for a SimpleVIS portable viscometer, which was won by Nathan McCoy of Amber Industrial Services in Long Beach, California. Amber Industrial Services plans to utilize the viscometer to help customers make more timely onsite decisions by eliminating the delay associated with waiting for lab results. 


“I couldn’t believe I actually won something, and to win the SimpleVIS was just substantial,” McCoy said. “I just want to say ‘thank you’ to Cannon Instrument Co. for giving away such a great prize. We are excited to have such a portable and accurate instrument to bring to our customers.”


If you missed Reliable Plant 2016, you can still get the conference proceedings and benefit from the wealth of knowledge shared by speakers at the event. Each CD includes the papers and presentations in PDF format from nearly every learning session. The real-world case studies were full of practical, experience-based information and tools for lubrication and reliability programs. For the full 2016 conference proceedings, visit store.noria.com.


Preparations are already underway for next year’s Reliable Plant Conference & Exhibition, scheduled for April 25-27, 2017, in Columbus, Ohio. Registration is now open, so don’t miss your chance to enjoy all the bottom-line results that attending this event has to offer. Visit Conference.ReliablePlant.com to register your team today.

This past year I’ve been spending a lot of time studying the possibilities of ISO 55000, especially its long-term impact on the lubrication field. I was a bit skeptical at first. Now I view it as a game-changer to machinery asset management and the field of reliability in general. If you haven’t heard of ISO 55000, this might be a great time to get acquainted – very acquainted. 


ISO 55000 is an international standard published by the International Organization for Standardization (ISO), created and approved by representatives from 10 countries, 50 organizations and 15 different industries. The foundational elements of ISO 55000 originate from the British Standards Institution (BSI) standard PAS 55. It provides an overarching framework for using modern principles of asset management to achieve a wide range of precisely defined organizational objectives.


An asset, by definition, is anything that has future value. Plant machinery and equipment are most commonly referred to as assets. However, people are assets too, as is software, intellectual property (e.g., patents and trademarks), knowledge/skills, goodwill and so much more. In a nutshell, asset management can probably be best summed up by the following sentences excerpted from ISO 55000. Certain words are italicized to emphasize concepts and themes that I will further develop in this and future columns. 


“Asset management involves the balancing of costs, opportunities and risks against the desired performance of assets, to achieve the organizational objectives.”



“An asset management system provides a structured approach for the development, coordination and control of activities undertaken on assets by the organization over different life cycle stages, and for aligning these activities with its organizational objectives.”


ISO 55000 has many similarities to ISO 9000, which focuses on quality management and assurance. More than 1 million organizations are now certified by ISO 9000 worldwide. Conversely, ISO 55000 is written in the context of asset management and its many familiar subcategories. These subcategories include reliability, reliability-centered maintenance (RCM), total productive maintenance (TPM), preventive maintenance, predictive maintenance, proactive maintenance, oil analysis, lubrication, etc. 


There are three parts to this standard, which are listed below. For simplicity, my reference to ISO 55000 in this column includes the three parts collectively:


• ISO 55000: Asset Management – Overview, Principles and Terminology

• ISO 55001: Asset Management - Management Systems - Requirements

• ISO 55002: Asset Management - Management Systems - Guidelines for the Application of ISO 55001


The adoption of ISO 55000 (all three parts) “enables an organization to achieve its objectives through the effective and efficient management of its assets ... consistently and sustainably over time.” This process can be distilled down to six key actionable elements. These are shown in the table above and flow like a sequence of steps. Although the steps suggest a beginning and an end, asset management is a living, continuous journey with no ultimate finality. 


The fourth column in the table is my effort to restate each step element in the context of machinery lubrication. To the far right are the individual chapters (from ISO 55001) corresponding to the elements. A copy of this standard can be obtained via the ISO website (www.iso.org).


Using ISO 55000 to Write an Engineering Specification for Lubrication Excellence


Think of ISO 55000 as a detailed framework, like a template or programmatic checklist, for writing an engineering specification for lubrication excellence. The foundation for the framework is rooted in well-tested organizational principles such as management of change, management science, process control, quality assurance and many others. 


ISO 55000 doesn’t advise you on needed lubrication improvements in your plant. In fact, I was unable to find the words lubricant or lubrication anywhere in this document (nearly 80 pages). Yet, for machinery-intensive organizations, reliability is intensely related to lubrication. Reliability and machinery asset management require enablers. There is no better enabler than lubrication excellence.


The concept of optimum and balance is a fundamental principle to achieving lubrication excellence and compliance to ISO 55000. However, this standard doesn’t define optimum but rather guides you, or your organization, in seeking and defining optimum based on many factors and constraints that surround each decision. These are unique to your plant, work environment and individual machines. They generally include overall machine criticality (likelihood and consequence of failure), failure mode ranking by likelihood and severity (FMEA), the range of available options (to each decision), the ability to successfully implement/execute the options, and budget/resource constraints.


Each decision is an attribute in support of a larger optimum state, a concept required for ISO 55000 compliance. Noria refers to this using the term the optimum reference state (ORS) for machinery asset management and lubrication excellence (see the ORS sidebar). In the left column of the table below, ORS performance attributes are listed by category. To the right are the tactics that drive the benefits coming from an optimum state. The benefits are color-/shape-coded and are defined in the key in the upper left corner. They include reliability (downtime), labor and material, lubricant consumption, filter consumption, safety and environment. 


The good news is that most of these attributes can be deployed and controlled entirely by asset owners/users. The table below shows the same list of ORS attributes keyed to those who have the greatest control in driving transformation to an optimum state. As can be seen, users command primary control of 10 of the 16 attributes listed. 


This works best when users believe that optimized lubrication: 1) is considerably different from the current state of lubrication in many critical areas, 2) will bring real value to users’ organizations and to maintenance workers individually (financially and in career development), 3) can be deployed with manageable risk and cost, and 4) is sustainable. There is no better way to achieve this than through training, which is effective in building knowledge, skills and an improved maintenance culture.

Viewing ISO 55000 from the Top


Getting lubrication to an optimum state of excellence requires complete organizational alignment. ISO 55000 was precisely constructed to enable this alignment, a goal that should be sought by senior leaders of any organization. Naturally, this must start by defining the highest-​level organizational objectives. Next, the asset management policy and plan should be constructed to conform and deliver on these objectives. The subsequent execution of this plan should stay true to this alignment, which is ultimately confirmed by independent assessment and certification.


When done well, the organization gets the most of what it wants and the least of what it doesn’t from its assets. After all, don’t all organizations want the most for the least? The least is a short list and includes cost and risk. The most is a longer list and frequently includes reliability, environmental responsibility, safety, quality, satisfied customers, satisfied employees, profitability and high shareholder return.

Integration of lubrication concepts with the broader field of asset management and ISO 55000 is a seismic shift that’s rich with benefits and rewards. Its tenets of process and execution are rock solid. For asset owners and users, this greatly controls risk, cost and guesswork in the pursuit of lubrication excellence. You’ll hear much more about ISO 55000 in future issues of Machinery Lubrication and from Noria in the coming months and years. We’ll break it down into the many subcategories of lubrication and oil analysis where it is best applied.


Folks, it’s a whole new ballgame. Finally, it’s time to achieve the optimum.

To get something for nothing in this life is extremely rare. There is almost always some form of investment to gain a return. The investment can come in many forms, but the most popular are money, time and energy. Along with this investment, there is also some potential risk that must be weighed against the prospective gain. 


In terms of maintenance and reliability, these investments are becoming mandatory for top companies. Many organizations have come to realize that without investments in future reliability and production cost reductions, the competitive future will be rough. 


How can you be certain that you are maximizing the return on your investment? Are there strategies that can be employed to ensure success? Success can hinge on resources, and it’s no secret that those with the most resources often win. 


In a program implementation, several avenues can be used to reach the end result. There is certainly a finite amount of resources. Money, for example, merely changes hands during day-to-day transactions. In theory, it is held constant and can’t be generated from thin air (unless you are the government, and that is a topic for a whole series of debates). Energy can be transferred from one form to another, but it also is held constant, neither being able to be created or destroyed (according to the law of conservation of energy). Time is similar. You can’t magically create more time from thin air. Something else these resources have in common is that they all can be managed. 


Money


Money is the easiest of the three to manage. In developing a world-class program, it is possible to funnel enough money into the program that there is seemingly no choice but for it to be successful. Hiring the best consultants in the world is one way to use money in exchange for the time and energy of your own resources. In this case, you are trading one for the other. This can be both good and bad. On one hand, hiring consultants provides experts who likely have experience and understand all the nuances. They should know what works and what does not, as well as offer a host of other advantages. On the other hand, if there is no buy-in from the onsite team when the consultants turn over the project at its completion, the likelihood of sustained success decreases. This often occurs when the only thing invested is money. There is no program champion, no one invested in the project left behind by the consulting firm. 


Time


While travelling the globe assessing lubrication, maintenance and reliability programs, not once have I heard, “I have nothing left for my guys to do.” Out of all the plants I’ve visited, I have never seen guys just sitting around with nothing to do. It seems there is always firefighting and reactive maintenance happening all the while inspections are being performed to gradually move the needle closer to predictive maintenance and ultimately to proactive maintenance. So where will the extra time it takes to assess, design and implement a world-class program come from? I’ve rarely seen a resource dedicated solely to proactive or predictive tasks. Only the best companies understand the value in spending time wisely on the front end (proactive maintenance) as opposed to the much costlier back end (reactive maintenance). Sometimes organizations may even fully understand the value and yet still make poor decisions and actions.


Energy


Energy is defined as the strength and vitality required for sustained physical or mental activity. You can exert energy toward your goal in many different ways. Knowing the type of energy and passion your team has will be important in understanding the path to a successful program. Are your workers enthusiastic about making changes for the better? If so, you need to give them direction. They must know what success looks like. Otherwise, they will waste energy chasing their tail and searching for success when all they needed was a clear path. 


Are your team members more reserved and methodical? These types of personalities must understand the “whys” and have a thorough education before they take on a project. In this environment, if you start down a path that is incorrect, the course correction will be agonizing.


At the beginning of any undertaking, it should be mandatory to take a step back and evaluate your specific resources (time, money and energy). Once these are fully understood, a precise plan can be formulated that will maximize the return on the investment you are about to make. Start looking at these investments as what they are: finite resources. If they are spent unwisely, you usually can’t get them back.

When you go in for a blood test, do you want to be told what your red and white blood counts are, what your platelet or hemoglobin levels are, or what the mean corpuscular volume is? Unless you’re a medical doctor, probably not. You rely on a reputable doctor to analyze the blood count report and tell you if you’re healthy. If he spots concerns, does he say, “You’re unhealthy,” and that’s it? No. You expect him to act with urgency to figure out why you’re not healthy and what can be done to make you better. You expect him to ask a battery of questions to help pinpoint the root causes and explain the problem at hand. That’s why we have doctors and not just blood counts or healthy/unhealthy alarm limits. We need a true diagnostic methodology to help us stay healthy. 


Just like blood analysis, oil analysis is undoubtedly complicated. First, someone is tasked with ensuring samples are collected in just the right way to minimize human interference in the results. This requires training. Then, laboratory technicians are rushed to process the sample through a gambit of instruments. They must use precise and consistent methods to avoid the potential interference from such things as previously run samples or variations in sample agitation technique. This calls for a lot of training. 


Once the lab tests are completed, the job isn’t finished. You should expect a skilled diagnostician (just like a doctor) to analyze the results, uncover the clues behind the raw data and produce clear recommendations to address any concerns. This last step is probably the most important reason why oil analysis is performed. It also is arguably the most difficult and often the most overlooked part of it all. This article will offer selection principles necessary to ensure your oil analysis laboratory is giving you what you need to keep your machines healthy.


The End Goal of Oil Analysis


When several end users were asked about the ultimate goal of oil analysis, the most common responses included determining if or when machines were going to fail, detecting incipient machine failures earlier, knowing when to perform an oil change on time, understanding contamination levels and optimizing machine reliability at the lowest possible cost.


While the actual responses varied, a unified answer to the question can be surmised. That is, the end goal of oil analysis is to aid in the optimization of plant-wide reliability by proactively monitoring various indicators within the oil of individual machines. This should be what motivates each plant to design its oil analysis program effectively. This same motivation will also be the deciding factor when evaluating each aspect in selecting and working with a laboratory. 


Selection Principles


A laboratory likely will not excel in every aspect of oil analysis as you might hope. In order for it to be competitive, the lab may concentrate its efforts on those areas most valued in the market. The problem is many people are often too focused on price and may unknowingly fall short of their end goal by overlooking some of the most important oil analysis principles. 


To capture the scope for evaluating an oil analysis laboratory, selection principles can be grouped into five categories: preparation, regulation, interpretation, communication and evaluation.


1. Preparation


• Sample shipping time/distance to the laboratory

• Provide certified-clean bottles and labels

• Support with sampling methods

• Test slate availability and selection assistance


Preparation includes all things leading up to the laboratory obtaining the oil sample. Choosing a lab that is located close enough to where samples can be delivered within 24 hours or as soon as possible from when the sample was drawn is a must.


The laboratory should supply certified-clean bottles that are selected based on cleanliness targets and the type of oil to be collected. Lab personnel should be knowledgeable about bottle types and when it is appropriate to select one over another. 


Along with the bottles, sample labels should be provided requiring the collection of relevant data for the machine, lubricant, environment and maintenance practices. Without this information, the laboratory will not be able to fully interpret the results. The lab may also furnish special packaging materials to facilitate safe and effective shipping of the oil.


If you are new to oil sampling, your laboratory should offer support on the best practices. This will include how often to sample, where to draw a sample and what type of extraction tools should be utilized.


One of the first steps in developing an oil analysis program is understanding which tests should be performed for each equipment class based on the criticality of each machine. This will involve routine testing (potentially performed in-house) and exception testing (for when results come back questionable or abnormal). Your lab should be able to provide the required tests and assistance for optimizing test slates. The more you measure, the more you can analyze and the more potential opportunities ultimately arise.

2. Regulation


• Instrument testing standards validation

• Operating technician certification

• Sample handling process (e.g., agitation)


Most oil analysis test methods are not straightforward but will necessitate having regulations to carefully follow. The regulations may come from standards provided by ASTM, ISO or other comparable standardization organizations. These test standards define the generally accepted procedure, the proper application of the test, the method’s repeatability or reproducibility, calibration requirements and other pertinent data. The laboratory may even choose to follow a modified version of a test standard based on the lab’s preferences. It is critical to understand which standard the lab will use for the required tests as well as the measures taken to ensure the operating technicians are conforming to those standards. There should also be minimum requirements regarding the operating technician’s certifications to perform all necessary tasks within the lab (though outside of the actual test standards).


The lab’s sample handling processes before and even after the tests are performed will be crucial. Find out how quickly samples are processed for analysis, the sequence of tests and how the remaining sample is stored for potential exception testing. At times, laboratories must take additional steps outside the scope of the testing standards to improve the accuracy of the results, such as the method to effectively agitate the sample prior to analysis or a quick physical inspection of the oil as the initial indicator of a potential concern.


Additionally, each laboratory may decide (and is expected) to go through an extensive self-assessment based on generally accepted standards for maintaining and managing a lubricant testing laboratory. In recent years, ASTM D7776-12 (Self-Assessment of Quality System Practices in Petroleum Products and Lubricant Testing Laboratories) has been developed to better outline the specific criteria that should be reviewed. If possible, end users should request any documents that can provide the results of laboratory self-assessments and the methodology and criteria that were employed. 


3. Interpretation


• Three categories of oil analysis

• Statistical trends and calculations

• Multiple data point correlations

• Maintenance history considerations


If only raw data from the oil analysis tests is presented in the final report, it can be quite confusing and overwhelming for end users who have little to no interpretation experience. To achieve the end goal of oil analysis, there must be a comprehensive interpretation of the data. The interpretation stage can be challenging to summarize, as each oil analysis test provides different forms of data. Nevertheless, some general guidelines should be followed during the interpretation of routine oil analysis.


First, the overall results should focus on verifying or identifying the three oil analysis categories: fluid properties, contamination and wear debris. Second, tests performed on a single sample will not be sufficient to obtain quality results. Developing statistical trends of specific data points and calculations across multiple data points will likely be required to determine if there are any concerns. Perhaps the most important comparison will be against the baseline sample results (new oil test results from the same batch of the used oil result). 


The various trends developed for each sample point along with the collected maintenance history and understanding of the machine’s criticality will allow cautionary and critical alarm limits to be set. The lab should offer assistance in establishing these limits, but they must be in agreement with the plant’s overall reliability objectives. 


Another thing you must consider is whether your laboratory’s interpreters are familiar with the types of machines from which the oil samples were obtained. If they are not, make sure a specialist is involved to give you the diagnostic skills your machines require. Remember, providing oil analysis data and providing a good explanation of the data are two different things.


4. Communication


• Quality, user-friendly report presentation 

• Software integration

• Urgent notification of critical results


After the interpretation has been performed, you should expect your lab to effectively and quickly communicate the results in a quality, user-friendly report. You should see supporting graphs, highlighted concerns, pictures and written interpretations in addition to the complete raw data. In recent years, it’s common for all reports to be routed through a cloud-based software to allow you to easily scan multiple reports and modify charts and trend graphs to suit your needs. The last thing you want is the important details to get lost in the jumble of data or to spend too much time trying to make complex interpretations yourself. While it’s always wise to make your own interpretations (since you are most familiar with your machinery’s history), you don’t want to have to spend an unreasonable amount of time doing so.

Every minute matters when your machines are in distress. Your laboratory should be prepared to immediately contact you if there are any critical concerns. This may be via call, text, email or whatever method works best for you. When it comes to these critical notifications, do not rely on the standard delivery methods for your oil analysis results, as you may overlook their urgency. For example, if you normally receive all oil analysis results by email, you may not perceive the urgency of an email about a critical concern because it might be seen as a typical report in your inbox, likely delaying its review. 


5. Evaluation


• Exception test recommendations 

• Root cause investigation

• Assess other condition monitoring results

• Customer-focused support


After critical alarms are triggered and urgent notifications are sent, subsequent communication from the lab should help you evaluate the problem at hand and make quick decisions. The laboratory should assist you in determining exception tests that could provide more information about any concern identified by a routine test. This further analysis should include techniques like microscopic analysis, which can be obtained from any remaining oil from the original sample. More oil may also need to be drawn from the machine. These exception tests are intended to confirm, deny or provide more details in order to find the root cause of the issue. With this data and more in-depth examination into the recent events of the machine’s operating conditions, investigation reports and other condition monitoring technologies, remediation recommendations can be formulated. 


In many cases, the laboratory may be able to provide the investigative assistance you need to get to the root cause of a potential failure. Know your lab’s full capabilities and set your expectations accordingly. The laboratory should be passionate about detecting and solving problems, and share your end goal of aiding in the optimization of plant-wide reliability by proactively monitoring various indicators within the oil of individual machines.


At What Cost?


Each of these oil analysis selection principles can be refined by considering the optimum reference state (ORS) of each machine or, more importantly, your plant’s overall reliability objectives. If price was not a concern, you would simply choose a lab that could deliver on all of these principles. Unfortunately, price eventually must be a concern. 


So when does the price of oil analysis outweigh its returns? First, you must consider the impact of a potential failure for any of your machines, including the resulting cost of parts, labor and lost revenue from a production interruption. Then, depending on the magnitude of this impact, you must decide how much you would be willing to spend to avoid the average incident, regardless of whether there is a history of failure. In almost every circumstance, a single catch that avoids the average failure would more than justify the typical cost of an oil analysis program for an entire plant. 


Oil analysis services are generally competitively priced in the market. Nevertheless, beware of the potential shortcomings of very low-cost or even free oil analysis programs, such as those provided by a lube supplier. Even if the oil analysis is free, it still costs you time and money to collect samples and manage results. If the oil analysis program isn’t created with your end goal as the focus, you may not be giving yourself any sort of advantage. You may be better off spending a few extra dollars to guarantee you get the value you’re trying to achieve. Asking the questions specified by the selection principles will help ensure this. As the optimum reference state suggests, there is an optimum effectiveness zone that is a balance between the cost of an investment (like oil analysis) and the cost of unreliable operation. The total cost of reliability will be the lowest at this optimum effectiveness zone.


So while price must be taken into consideration, it should not be your top priority. Consider price only after you can verify your satisfaction with the level of service and quality the lab offers in each of the selection principles as it relates to your end goal. Like most things, it is often a tradeoff between price, service and quality, where two of the three are achievable at a desired level. Do not sacrifice the necessary levels of service and quality for price. The attainment of your end goal is depending on it.

Are you one of those people who checks your car’s oil level before departing on a long road trip? Have you ever asked yourself why it is so critical to maintain the oil level within the hash marks on that dipstick? Of course, the primary reason is to prevent engine failure, but what happens when the engine is low one or two quarts of oil? Can the engine continue to operate in this state without damaging the components and the oil? 


This principle of maintaining precise oil levels applies to all types of equipment. I’ve seen instances where the correct oil level was critical. For example, I was once responsible for maintaining two 1,100-horsepower gearboxes. When these gearboxes arrived onsite, I noticed immediately that the upper and lower oil level limits were within one-half inch of each other on the dipstick. Both gearboxes were on a circulating system. This was a simple system that contained a pump, filter, oil cooler and oil piping to the gears inside the box. At first I didn’t understand why the oil level had to be so precise on a force-fed system. Later, when looking at the blueprint of the gearbox, I discovered why it was so important. These gearboxes had input bearings that didn’t receive oil from the circulating system. The only oil introduced to these bearings was the oil that was maintained in the sump. Letting the oil level drop below the specified mark on the dipstick would allow the oil to fall below the input bearing housing and cause the bearings to run dry.

Automobiles


Most people jump into their cars every day and commute to work, school or other locations. It has become a convenience to schedule an appointment to have a local dealership, mechanic or service station maintain your vehicle for you. They tell you when your next oil change should be, make necessary repairs and even keep service records for you. 


Why are these inspections so important for lubricated components? In addition to changing your automobile’s fluids at specified mileage intervals, technicians are also looking for leaks that could cause different components to fail due to a lack of lubrication. A car has many components that require some sort of lubricant. The expensive ones are the drivetrain, engine, transmission and differential. If one of these fails, you’re looking at major repair bills. 


Take the engine, for example. The manufacturer specifies how much oil the engine should hold. For instance, my car takes 6.5 quarts. While this may seem like a lot, the engine oil performs different functions besides just lubricating the crank, cam and other components. One of its jobs is to cool the frictional surfaces and give the oil time to cool down before being reintroduced to the delivery system. Another is dispersing contaminants within the sump.


A high oil level in the crankcase can lead to oil churning. Depending on the severity, this increased agitation can result in foaming problems. Churned motor oil produces increased oil temperatures, which causes oil oxidation and lower oil pressures. Aerated oils become spongy and harder to pump, which can lead to starvation within the engine. 


A low oil level in the crankcase can also result in lubricant starvation if it is low enough. However, just being one quart of oil low can make a difference in the life of the engine and the oil. With less oil in the sump, the same oil must now make more passes through the system without a cooldown and release period. The frictional zones within the engine that generate heat are exposed to higher temperature oil, which will start to oxidize faster. Also, being low a quart of oil changes the amount of additives in the system and how they are depleted. While being one quart low won’t lead to an immediate failure, it has a huge impact on engine longevity. 


Gearboxes


When discussing gearbox oil delivery systems, there are two primary types: circulating systems and splash- or bath-lubricated systems. Circulating systems deliver oil to the bearings and gears inside the housing by use of a pump. These systems usually consist of a pump, filter, oil cooler and piping to supply fresh oil to internal components. With splash- or bath-lubricated systems, the internal components of the gearbox are partially submerged, allowing the lubricant to be picked up to create a lubricating film. Although each of these systems operates using different principles, they have the same goal: supply lubricant to the internal components to reduce friction. 


When maintaining circulating systems, being low on oil generally isn’t as devastating to the internal components as it is to the lubricant. You just don’t want too high or too low of an oil level. I have found that when running an oil cooler in line with the flow of fluid, you can get away with a lower oil level without damaging the equipment and the oil. However, if the oil level gets too low in the system, the pump may start to suck air and decrease the amount of oil delivered to the internal components. 


In splash- and bath-lubricated systems, a precise oil level is very important. If the level is too high, the oil can aerate and may not deliver a substantial oil film. Frequently, foaming issues result if the oil level is too high in a splash-/bath-lubricated gearbox. If the oil level is too low, lubricant is starved from component surfaces and rapid wear is generated, causing machine failure. This is probably one of the costliest failures due to metal-on-metal friction, which can lead to shaft, housing and other machine damage. It’s crucial when installing or maintaining splash- or bath-lubricated gearboxes to set the oil level correctly. Failure to do so can be the difference between getting one hour or 10 years of operation. 


Pumps


Maintaining a correct oil level is also critical to the operation of oil-lubricated pumps. I’ve been in many plants that employ constant-level oilers. When asked why they use this type of device, the response is usually because it came with the pump or to check the oil level. However, constant-level oilers should not be used to determine the oil level. Think of it like a dog’s water bowl with a 2-liter bottle for a reserve. The constant-level oiler supplies oil when the level decreases in the sump, just like the reserve of water refills the bowl when your dog takes a drink. While the water level in the dog’s bowl doesn’t matter as long as there’s some water in the bowl, the oil level in your pump does matter.


The majority of pumps set the oil level halfway up the lowest roller on the bearing. This supplies adequate lubricant film to the bearings while reducing energy consumption and oil churning. 


Damages


Not only does the machine suffer if there is an inaccurate oil level, but so does the lubricant. When oil levels are too low, rapid machine damage occurs. There may be an increase in friction due to boundary conditions from a shortage of lubricant film or viscosity changes created by increased oil temperatures. This metal-to-metal contact is adhesive wear that leads to smearing (material transfer), spalling, pitting and seizing. If oil levels are low for long periods of time, higher equipment rebuild costs may result.


High oil levels usually affect the lubricant properties. Some machine damage may also take place if the level is not corrected. When the oil level is high for long periods of time, the equipment can aerate the oil, which changes the viscosity, speeds up oxidation and uses up additives. If the machine is run in these conditions, the lubricant film strength weakens, boundary conditions form and machine damage 
may occur.

Causes of Incorrect Oil Levels


Leakage is probably the No. 1 cause of a low oil level. Many points on equipment can suddenly or gradually fail. Seals may pressurize and allow oil to leak. Gaskets can fail due to age or excessive heat. Remember, everyone has leaks of some sort with their equipment. It’s how you deal with these leaks and move forward that will determine if machine damage will occur. 


When leaks are discovered, they should be categorized by priority, tagged and entered into the maintenance system for repair or monitoring. Typically, employees will notice a small leak and ignore it or top off the oil to the correct level and go about their day. Of course, small leaks turn into bigger leaks that can be more difficult to remedy. Even if a leak remains small, over time there will be increased lubricant consumption, disposal and labor. 


Another cause of an incorrect oil level is misunderstanding the recommendations from the original equipment manufacturer (OEM). Sometimes it’s not clear where the level should be and may depend on how you look at it from different positions and angles. The OEM manual should have diagrams and instructions on where to set the oil level in your equipment. If you are still confused as to where the level should be, call the manufacturer and ask. It is crucial to get it right. If you fail to maintain the correct oil level from implementation, internal damage can happen immediately and shorten the life of the equipment. 


The oil level should also be clearly marked for field inspection. I’ve often seen oil level indicators with no markings to specify where the level should be maintained. This is especially important with column-level indicators where the oil level can range 6 to 15 inches depending on the length of the indicator. 


Remedies


A number of things can be done to ensure the right oil level is maintained in your equipment. As mentioned previously, the oil level should be determined before the equipment is turned on for the first time. The best time to decide on the appropriate oil level is when the equipment first arrives at your facility. This is when all the decisions are made on how to retrofit the equipment for your reliability goals. 


Once the correct oil level is identified, it must be clearly marked in the field. This can be achieved with upper and lower limits on the column indicator. Use a material that is durable enough for the environment. Also, record the lubricant volume and other relevant notes in a database. 


Develop procedures for everyone to follow, including what to do if a low or high oil level is discovered. Reporting a problem at this phase can help with troubleshooting later for a root cause analysis. Not all problems show up right away within your equipment. It may take months or years before a small defect becomes a big issue.


In addition, address when the oil level should be read. When machinery is operational, the oil level usually reads less. This can lead to false readings and added work. I’ve seen situations when an oil level was topped up to the upper limit while the machine was running. When the equipment was shut down, the oil level was past the upper limit. 


Don’t forget to record all top-up volumes. What might be a small leak today could turn into a large leak tomorrow. All leaks should be reported and prioritized. 


Finally, train your personnel. Checking a level indicator might seem like a small task, but it is critically important for the reliability of your machinery. 


While not every piece of equipment will self-destruct because the oil level is higher or lower than it should be, there are machines that can be expected to fail based on the oil level. In my view, every machine should be treated with the same expectations of controlling the oil level and making sure it is well-maintained.

The International Council for Machinery Lubrication (ICML) recently named its 2015 Augustus H. Gill and John R. Battle award winners at the Reliable Plant Conference & Exhibition in Louisville, Kentucky.

Anglo American’s Minas-Rio mine in Brazil was selected to receive the Battle award for excellence in lubrication, while Ontario Power Generation’s Darlington Nuclear Generating Station was chosen as the recipient of the Gill award for excellence in the application of oil analysis. 


“I am honored to accept this award on behalf of Ontario Power Generation and the Darlington Nuclear Generating Station,” said John Allen, first line maintenance manager at Ontario Power Generation. “Our program has given us an in-house oil distribution area and keeps guys up to speed on what oil is required for the equipment. We also have a new oil screening facility that allows us to do all of our analyzing in-house, which is a big cost savings. This gives us a good turnaround and consistency. We’ve also seen good results in detecting deteriorating equipment.” 


Located just outside of Toronto on the shores of Lake Ontario, the station has a generating capacity of more than 3,600 megawatts and provides nearly 20 percent of Ontario’s electricity needs, enough to serve a city of 2 million people. The Darlington Nuclear Generating Station joins previous Gill award recipients Exelon Wind, Arizona Public Service (Palo Verde Nuclear Generating Station), J.R. Simplot (Smoky Canyon Mine), Southern Company (Georgia Power), Rio Tinto (Kennecott Energy), Clopay 
Plastics (Augusta Plant), Great River Energy (Coal Creek Station), 
Energizer Battery (Maryville Plant) and International 
Paper (Courtland Plant). 


One of the world’s largest mining enterprises, Anglo American purchased the Minas-Rio project in 2008 for the beneficiation of iron ore. Beginning in late 2013, the mine implemented a lubrication program to ensure proper lubricant receipt, storage, handling, filtering, measuring and application while avoiding contamination from the external environment. The Minas-Rio mine joins previous Battle award winners Sinclair Wyoming Refining Co., Nissan Motor Co., Visy Pulp and Paper, Minera Yanacocha, Invista, Eli Lilly and Co., Cargill, Valero Energy and Clopay Plastics. 


ICML congratulates both Ontario Power Generation and Anglo American, and wishes them continued success on their journey toward world-class status. 


Both the Augustus H. Gill and John R. Battle awards are open to organizations worldwide independent of any involvement with ICML. Currently, there is no charge to participate in the awards process. However, in order to avoid bias, ICML has chosen a policy by which it does not nominate companies. Nominations must come from the companies directly via an application.


If you know of an organization that deserves to be recognized for its machinery lubrication or oil analysis program, encourage them to apply for an ICML award. 


To submit a nomination for one of ICML’s recognition of excellence awards, visit www.lubecouncil.org and click “awards.” The online application form can be downloaded and returned as the required information is gathered. Supporting documentation can then be uploaded as the application is submitted.

Name
: Jad Salem 


Age: 32


Job Title
: Mechanical Project Engineer


Company: Kimberly-Clark Corp.


Location: Fullerton, California


Length of Service
: 4 years

After working at a tissue-converting plant in Beirut, Lebanon, Jad Salem came to the United States and began his career at Kimberly-Clark’s tissue mill in Fullerton, California. He soon transitioned into his new role as a mechanical lead engineer on the rejuvenate and improve (R&I) team. As an R&I engineer working on capital projects, Salem received a request from the reliability team to build a centralized lubrication room for the mill and to improve the overall lubrication process from the time new oil enters the mill to the time it exits the facility. He is currently finishing the last part of this new lube room project, which will result in the organization of tools and materials into labeled and color-coded storage locations as well as kits that contain just what is needed to perform a task.


Q: What types of training have you taken to get to your current position?


A: I have taken a Kepner-Tregoe workshop and several online classes that have helped me better communicate and manage the team. To improve my technical skills, I have completed Noria’s machinery lubrication training, a bearing failure analysis course and a pump system design course. I am also certified in the Festo Pneumatic System. In addition, I have participated in several kaizen workshops at Kimberly-Clark.


Q: Are you planning to obtain additional training or achieve higher certifications?


A: I am currently scheduled to attend the project management training offered by Kimberly-Clark. I will continue working and interacting with our well-skilled master technicians to sharpen my skills. 


Q: What’s a normal work day like for you?


A: Normally my responsibilities are mixed between leading and/or supporting capital projects at different Kimberly-Clark mills. I also support the reliability team, focusing on managing a world-class lubrication program here at the mill.


Q: What is the amount and range of equipment that you help service through lubrication/oil analysis tasks?


A: We estimate having more than 3,750 pieces of equipment for oil analysis, ranging from oil tanks and pumps to high-viscosity gearboxes. We also have a variety of electric motors that we need to lubricate.


Q: What have been some of the biggest project successes in which you’ve played a part?


A: I provided engineering support for the rebuild at the mill in Chester, Pennsylvania. This project reduced the safety risks associated with several operator tasks, increased machine reliability and stability, improved production quality, and eliminated injuries.
 I have also investigated and submitted several cause failure reports at the mill and led the implementation of countermeasures.
 I am currently supporting a steam optimization project, which will save the Fullerton mill $310,000 annually through reduced natural gas consumption, carbon-dioxide emissions and downtime associated with steam-related issues.


Q: How does your company view machinery lubrication in terms of importance and overall business strategy?


A: Kimberly-Clark’s Fullerton mill has come a long way in the past few years, and it didn’t happen by itself. Our maintenance team saw the importance of machinery lubrication, especially after they went through the training provided by Noria. The mill’s technicians are working continuously to sharpen their skills.


Q: What do you see as some of the more important trends taking place in the lubrication and oil analysis field?


A: I believe a good oil analysis program is key. Last year we were able to predict a bearing failure a week before it happened. Oil analysis showed metal shavings in the 900-gallon oil tank. This find allowed us to better plan for bearing replacement.


Q: What has made your company decide to put more emphasis on machinery lubrication?


A: Seeing improvement in overall machine operation has been the main drive behind the emphasis on machinery lubrication. These efforts resulted in a 0.06-percent water reduction in 2013 and a 35.6-gallon reduction in oil consumption between 2012 and 2013. 


Castrol recently unveiled a new low viscosity engine oil for Volkswagen (VW) engines. Developed in co-operation with Volkswagen, the Edge Professional LL IV FE 0W-20 oil is intended for use in engines requiring the VW 508 00/509 00 specification to help maximize performance.

The new oil has been formulated to exceed VW's fuel economy specification, delivering more fuel economy while maintaining the performance expected of long-life oils.

The Edge Professional LL IV FE 0W-20 is already supplied as the first-fill oil for specific engines of Volkswagen vehicles, allowing them to deliver 10,000 miles or one year of driving before an oil change is needed.

"After over a decade of close collaboration with Volkswagen Group, Castrol has raised the bar in delivering the first long-life 0W-20 oil for the group," said Oliver Rose, vice president of strategic cooperation at BP. "Engine oils that deliver greater fuel economy without compromising on performance are essential today, and we're delighted to announce the first low viscosity oil for Volkswagen Group engines."

The Edge Professional LL IV FE 0W-20 engine oil will be available in Volkswagen franchised workshops and dealerships beginning in January 2017.

For more information, visit www.castrol.com.

In 2012, the Monroe County wastewater treatment facility in Rochester, New York, evaluated the condition of its lube room and found it to be "average." Plant personnel realized there was more to building a lube room than just cleaning up a space and installing oil dispensing and transferring devices. A lot of research needed to be done.

A wall was knocked down to make the room bigger. However, the first true transformation occurred when proper inventory tracking of lubricants and supplies was implemented along with the creation of an oil analysis database.

Other additions to the improved lube room included a non-slip floor, controlled access, adequate illumination and proper warning and safety signs. An upgraded heating, ventilation and air-conditioning (HVAC) system was added for a controlled climate. Most importantly, the room was kept clean to prevent potential contamination.

The facility also evaluated where and how lubricants were stored. By placing lubricants in a climate-controlled environment, the plant found it could reduce chemical degradation and oxidation. Rotating oil supplies and using the first-in/first-out (FIFO) method also prevented lubricant degradation.

Color-coded lubricant transfer containers (left) ensure accurate delivery
of clean lubricant. The new oil storage and dispensing system (right) incorporates
a breather, filter, suction hose and pump per tank.

The storage area was designed to accommodate cabinets for grease guns, spray lubricants, level gauges, drain ports, equipment tags, safety equipment, filters, etc. Desiccant breathers for gearboxes were used to eliminate water-contaminated oil, while new color-coded lubricant transfer containers helped ensure the accurate delivery of clean lubricant from bulk storage to the gearboxes.

A base oil cleanliness benchmark was established with the help of a new oil storage and dispensing system. The system incorporates a breather, filter, suction hose and pump per tank, as well as safety features such as spill containment, auto shut-off dispensing faucets and fire-safety hoses and valves.

Above all, the staff's attitude was instrumental in creating a successful lube room, as personnel were willing to do whatever was needed to accomplish the goal.

Shell recently announced its decision to build a new petrochemical complex near Pittsburgh, Pennsylvania. Construction will start in approximately 18 months, with commercial production expected to begin early in the next decade.

The complex, which will include an ethylene cracker with a polyethylene derivatives unit, will use low-cost ethane from shale gas producers in the Marcellus and Utica basins to produce 1.6 million tons of polyethylene per year.

The facility will be built on the banks of the Ohio River in Potter Township, about 30 miles northwest of Pittsburgh. As a result of its close proximity to gas feedstock, the complex and its customers will benefit from shorter and more dependable supply chains, compared to supply from the Gulf Coast. The location is also ideal because more than 70 percent of North American polyethylene customers are within a 700-mile radius of Pittsburgh.

The project will bring new growth and jobs to the region, with up to 6,000 construction workers involved in building the new facility, and an expected 600 permanent employees when completed.

"Shell Chemicals has recently announced final investment decisions to expand alphaolefins production at our Geismar site in Louisiana and, with our partner CNOOC in China, to add a world-scale ethylene cracker with derivative units to our existing complex there," said Graham van’t Hoff, executive vice president for Royal Dutch Shell. "This third announcement demonstrates the growth of Shell in chemicals and strengthens our competitive advantage."

For more information, visit www.shell.com.

Donaldson recently launched a new solution for remotely monitoring pressure drop across bulk filtration systems.

The WaveLength is battery-powered and communicates with the cloud via cellular signal. It connects to filtration systems to remotely monitor system health.

Custom text and email alerts, coupled with a Web interface accessible through any device with an Internet connection, allow users to know when a filter change is required so they can avoid unplanned downtime.

Data accumulated from the WaveLength can also be used to provide predictive analysis about clean fuel and filter plugging for future maintenance planning.

"The labor required to maintain a bulk filtration system is costly, and customers are always looking for ways to improve operational efficiency," said Scott Grossbauer, director of Clean Fuel and Lubricant Solutions at Donaldson. "Donaldson WaveLength alerts operators to any problems in real time, giving them peace of mind and allowing them to focus on operations, or what they do best."

While designed to operate with Donaldson systems, the technology can be fitted to any existing bulk filtration system to monitor pressure drop.

Several installation kits are offered as well as the company's own turnkey installation service to get the system up and running as easily as possible.

For more information, visit www.donaldson.com.

Klüber Lubrication recently introduced a new rolling bearing grease for high loads and temperatures. Klübertherm HB 88-182 is a long-term grease with corrosion and wear protection for rolling bearings subject to high loads and medium speeds at temperatures up to 356 degrees F (180 degrees C).

The grease is fully synthetic and based on a thermally stable base oil, polytetrafluoroethylene (PTFE) thickener and special additives. It is formulated to help close the performance gap between greases based on perfluorinated polyether (PFPE) oils, which are suitable for high temperatures, and conventional high-temperature greases, which soon reach their limit when exposed to high thermal loads.

Klübertherm HB 88-182 is also designed to optimize lubrication intervals and protect components against premature failure while providing better degradability in the environment than PFPE-based products.

The grease's density is only about half that of PFPE-based lubricants, enabling cost savings. Its lower shear viscosity also offers the potential for energy savings.

Klübertherm HB 88-182 can be used in rolling bearing applications in corrugating machines, rotary unions, generator bearings, conveyors, hydraulic couplings, smoke extractor motors and ceramic ovens, as well as cylindrical roller bearings with a high percentage of sliding friction and sealing systems in the automotive industry.

For more information, visit www.klubersolutions.com.

"What are lubricant churning and bearing torque, and how do they affect gears, bearings and the lubricant?"

Bearings and gears require a certain amount of force to begin turning and to continue turning once they are set in motion. The measure of this force is commonly referred to as torque. Running torque is usually less than starting torque. These forces are variable depending on several parameters.

Lubricant churning is one of the more common factors that affects both bearings and gears. It occurs when the bearing or gear must churn through the lubricant as it performs its regular task. The majority of these machines are splash-lubricated, which means they must operate at the proper lubricant level to be able to lift and splash lubricant to all surfaces inside the machine. This is where lubricant churning can become an issue.

If the lubricant level is too high, either because too much oil has been added or the bearings have been overgreased, the machine must work harder to push through the added lubricant. This is the basis of that churning condition.

It can be compared to walking along the beach. If you reach ankle-deep water, it is still fairly easy to move (equivalent to running torque). However, if the tide comes in or you venture out into deeper water, it becomes much more difficult to walk. This requires you to work harder and causes you to tire out quicker.

The same thing happens to a machine when the lubricant level is too high. It works much harder to push through the added lubricant, which results in higher operating temperatures, decreased efficiency and a reduction in the life of both the lubricant and the machine.

Besides the lubricant level, another variable is the lubricant being used. Since the most important physical property of a lubricant is viscosity, the proper viscosity must be selected according to the speed, load, temperature and general running conditions of the machine. If the viscosity is too thin, then excess friction due to metal-on-metal friction is generated, causing machine wear and premature failure. If the viscosity is too thick, this leads to viscous drag, which causes very similar issues as having a lubricant level that is too high. Neither of these situations is desirable for the equipment.

By choosing the right lubricant as well as ensuring the appropriate lubricant level, you can give your equipment the best chance for error-free operation.

Cortec recently introduced a new lithium-complex grease for lubricating bearings, fans, chassis or other metal areas.

CorrLube VpCI Lithium EP Grease is formulated with severely hydro-treated base stock and includes corrosion-inhibiting properties to protect against salt water, brine, hydrogen sulfide, hydrogen chloride and other corrosive agents.

Along with resistance to oxidation, the grease provides high-temperature stability and incorporates vapor-phase corrosion inhibitors (VpCI) for areas not in direct contact with the lubricant. It is suitable for both operating and lay-up conditions.

The grease is designed to lubricate for longer periods of time and increase the effectiveness of seals to keep out contaminants. It also offers cleaner application with decreased dripping and spattering.

Ideal for equipment that operates intermittently, the lubricant can remain effective in extreme operating conditions (i.e., high temperatures, high pressures, low speeds and shock loading) and aid in the suspension of solid additives such as graphite, molybdenum, disulfide, etc. Its thicker film consistency allows it to operate on worn parts, provide surface protection against movement and reduce noise levels.

Specific applications include lubricating sleeves, ball and roller bearings, vehicle/equipment chassis, fans, bushings, pulley bearings, sliding high-friction areas and generator end bearings.

For more information, visit www.cortecvci.com.

Machine failures occur for a variety of reasons. Each of these failures creates a ripple effect of costs and productivity loss. Some of these issues can be mitigated by choosing a high-performance lubricant — one that can withstand time and harsh environments. While high-performance lubricants are more expensive initially, the added expenditure is recovered through reduced breakdowns, downtime and maintenance costs, which result in long-term overall savings.

Find Compatibility and Productivity with High-performing PFPEs

High-performance perflouropolyether (PFPE) lubricants are inert, water- and oil-repellant, solvent-resistant, non-flammable, non-toxic, and compatible with most common elastomers, plastics and metals. This unique chemistry enables them to potentially outlast and outperform conventional hydrocarbon. PFPE lubricants also can perform under extreme temperatures, extreme pressure and exposure to harsh chemicals.

Reduce Relubrication Intervals

It's common practice to use hydrocarbon or silicone-based lubricants to relube components on a daily, weekly or monthly basis. With PFPEs, that need is greatly reduced, freeing personnel for other tasks and minimizing downtime caused by the need to replace worn out components. Following are a few examples of PFPEs driving performance, value and reducing downtime:

Generate Savings

One copper rod manufacturer believed lubricating its roller bearings, which were operating at temperatures of more than 200 degrees C (400 degrees F), every four hours with a synthetic hydrocarbon grease was the longest-lasting solution available. However, by switching to a PFPE lubricant, they lowered relubrication to a monthly interval and cut annual bearing failures by nearly 98 percent, reducing replacements from 186 bearings each year to four. By switching to PFPEs, this manufacturer reduced maintenance costs, parts costs and production downtime. A cost analysis showed a total annual savings of $66,920.

Extend Service Life

A U.S. textile manufacturer utilizes a hot flue drying oven as part of its process. In the drying oven, wet fabric passes along many bearing rolls inside a large metallic box, moving through nine heated zones with temperatures reaching 218 degrees C (425 degrees F). The company was replacing at least six bearings per month due to premature bearing failures. Frequent downtime was adversely affecting productivity. Worse, fabric quality was compromised. The manufacturer needed a lubricant that would retain its integrity at high temperatures in high-humidity environments. After using a high-temperature PFPE grease, the manufacturer experienced a significant extension of bearing service life, minimizing costly downtime.

Limit Hazards

A polyethylene manufacturer was struggling with maintenance costs and frequent shutdowns of its high-capacity, sealed centrifuge because of hazardous material exposure. Specifically, a mineral oil lithium-thickened grease used in the centrifuge bearings leaked and led to premature bearing failures. The leaking hazardous solvent created an additional exposure threat to workers. The new lubricant needed to be non-reactive and insoluble to hexane, provide enough adhesion to avoid leaks, and remain fluid enough to deliver the required lubrication. The manufacturer turned to PFPEs. Since doing so, unplanned shutdowns and relubrication have both been reduced with relubrication down to twice a year. These dramatic results decreased maintenance costs and increased worker safety.

Jet-Lube Inc., a CSW Industrials company and a leading manufacturer of specialty chemical products, recently announced that it will be relocating its headquarters from Houston to Rockwall, Texas. Jet-Lube also plans to consolidate and combine forces with Whitmore, a specialty chemicals CSW Industrials company.

"This was a strategic move on behalf of our company," says Tom Blake, Jet-Lube vice president of sales. "We wanted a central location with a state-of-the-art facility that would allow us to increase production and expedite delivery across our customer base."

The new manufacturing and distribution facility will support development of technology-driven chemical and lubricant solutions. Jet-Lube's primary manufacturing will take place in Rockwall with service offices in Canada and the United Kingdom.

"We're extremely excited about the steps taken with the Jet-Lube integration to meet customer demand in a highly demanding market," said Craig Foster, senior vice president of specialty chemicals for CSW Industrials Inc. "The Rockwall facility is positioned to drive growth and continue delivering the exceptional customer satisfaction that Jet-Lube is known for."

Founded in 1949, Jet-Lube manufactures lubricants for oilfield, water well, and industrial maintenance, repair and operations (MRO) customers worldwide.

For more information, visit www.jetlube.com.

Shell recently announced that it has been named as the recommended global oil supplier for GE's Jenbacher Type 4 and Type 6 gas engines. The agreement will last for three years, from April 2016.

"This is a key milestone for Shell, taking our existing cooperation with GE's Jenbacher gas engines to the next level," said Richard Jory, Shell's vice president for global key accounts. "By increasing the level of collaboration between Shell and GE, we aspire to offer GE's Jenbacher gas engine customers the excellent care and service experience we have around the world. We believe that together, anything is possible."

Every new GE Jenbacher Type 4 and Type 6 gas engine sold will feature a plate recommending Shell Mysella as its engine oil.

Shell and GE will continue to strengthen their cooperation in developing new engine oil formulations to meet the needs of GE Jenbacher gas engines' customers and expanding the range of engine models.

Some of the markets covered by the agreement include Argentina, Australia, Brazil, Bangladesh, China, Denmark, France, Germany, Hungary, India, Indonesia, Italy, the Netherlands, Pakistan, Russia, Spain, Turkey, the United Kingdom and the United States.

"We have chosen to collaborate with Shell because of their innovative technology that can help increase GE's Jenbacher gas engine performance and provide lubrication solutions that benefit all our customers," said Carlos Lange, president of GE's distributed power business. "They have proven capacity in the field and have also built long-standing relationships with GE's Jenbacher gas engine end users and channel partners."

The Shell Mysella range of gas engine oils has been developed to deliver optimum value to equipment operators through enhanced wear protection, long oil life and high system efficiency.

For more information, visit www.shell.com.

"What is the best way to manage lubrication information for plant assets and their maintenance records?"

Information management is a key factor in the success of a maintenance and reliability program. It is also one of the most challenging aspects due to its complexity.

The first step is to employ a good system (software) that can manage your asset information properly. The system should include a complete database of asset information (models, specifications, capacities, etc.), detailed information for each asset's lubrication requirements (lube points, lubricants to use, lubricant capacity, frequencies, etc.) and comprehensive information related to the work instructions (safety requirements, necessary materials, time to complete the task, relevant activities and lubrication data).

The management system should also be able to generate routes based on different criteria (lubricant type, geographical area, machine type, task and frequency) and work orders according to their priority (critical machines, tasks due, routine or on condition).

Do not overlook the role of the maintenance team, which must be trained and qualified to execute the required lube routes and tasks. Floor personnel should also collect information about the results, including completed tasks, detected abnormal conditions or the need for additional actions. Appropriate written instructions, checklists and records must be available to support these activities.

The collected information should be saved in the management system for maintenance administration and stored for as many years as practical. This historical information can then be analyzed to identify trends and failure frequencies in order to improve the plant's maintenance strategy. Reports can also be created to show the performance of different aspects in the program.

A system of performance indicators will be necessary to monitor the program's progress and results. Remember, processes that are not measured are also typically not controlled. The system should have the capability to not only generate statistics and calculations on the overall maintenance program but also the performance of various parameters, such as lubricant consumption, machine failures, cleanliness targets, etc.

All maintenance and reliability team members should have access to this information based on their level of involvement in the program. This will encourage them to embrace ownership of the work being performed.

While it may take time to implement a system with all of these suggested attributes, it is important to keep in mind that good information management starts with a robust database and detailed work procedures and policies.

Idemitsu Lubricants America (ILA) recently opened a new facility that will focus on providing custom lubricant solutions to a variety of customers throughout North, Central and South America.

Located in Wixom, Michigan, the research and development center features state-of-the-art equipment that will allow for cutting-edge product development.

With more than 13,000 square feet of laboratory space for product formulation and testing, the new technology center will concentrate on product development for specific customer applications. The facility will also offer technical services to a full range of businesses, including automotive companies and industrial manufacturers.

"This is the only facility in North America that combines such a unique blend of Japanese and American technical knowledge and leadership, as well as more than 100 years of insight, innovation and integrity," said Ryo Yamada, vice president of research and development at ILA. "At Idemitsu, our focus is on creating groundbreaking, environmentally friendly products. We strive to create solutions for energy challenges that support our global communities, reduce emissions and increase both manufacturing and vehicle performance."

A subsidiary of Idemitsu Kosan, ILA is a member of the Idemitsu Group, which is one of the top 10 lubricant manufacturers globally.

For more information, visit www.ilacorp.com.