When we walk into a pharmacy, there are thousands of items. Some of them do the same job but have different names and price points, while others are specialty items designed to solve a particular problem at a slightly elevated price point. Some of these may not be readily available in all pharmacies. Machinery lubricants adopt a similar type of pattern.

There are various OEMs on the market that all produce finished lubricants. Some of the majors are Shell lubricants, ExxonMobil, Total, and Castrol, while there are other niche producers who handle very specific markets. Like the pharmacy, where numerous choices solve the same issue, we have machinery lubricants from different suppliers who meet most of the standard specifications or specialty-grade products.

Each supplier will have a proprietary blend that comes from an invested amount of Research and Development into their product to produce something that meets international equipment specifications and regulatory standards.

Does this mean that one product is better than the other, or does it mean that all hydraulic oils (for instance) are the same? This depends on the application.

The hydraulic oil used to top up the compactor of a garbage truck with several leaks will not be the same hydraulic oil that we use for a critical hydraulic system in a power plant, which requires fire-resistant oil. We can also compare the engine oil used for a 40-year-old regular car to that of the engine oil used in a McLaren race car on race day.

Different applications have varying risks associated with them, as well as performance expectations; this is what sets certain lubricants apart.  

The 5S Methodology

While some may be familiar with the 5S methodology of lean principles, this may be the first time others have heard of its existence. In essence, these principles help to maintain quality standards within the workplace. As per (ASQ, 2024), 5S is a quality tool derived from 5 Japanese terms used to create a workplace suited for visual control and lean production. The 5 pillars and their translations are listed in Table 1 below.

We can use these principles to adopt a leaner approach to lubricant consolidation in our facilities. This way, we ensure that our operators have a clean, manageable workplace when handling lubricants. The 5S method can give us a better overall view of what happens in our lubricant storage areas.

Let’s “Sort’ This Out

When walking into many facilities, there are usually a lot of oil drums, buckets, or items used for lubrication scattered all over the facility. However, some facilities are fully equipped, nicely stocked, and have dedicated lube rooms. The first step in our process is determining what is needed and what is not.

In this case, the best place to start is with an inventory list developed by physically identifying the items on the plant. If this is the first time this exercise is being conducted, then it is critical to perform this check in person rather than rely on the information entered into the CMMS (if one exists). Sometimes, not all the information may have been captured in the CMMS when it was entered initially.

A good idea would be to divide the plant into various sections and perform your audit one section at a time. It would be ideal to note the following during your audit:

• Name of the lubricant (for example, Turbo S4GX)
• OEM (for example, Shell)
• Viscosity grade (ISO 46)
• Expiry date (use this opportunity to find out if you have expired lubricants in stock)
• Quantity (use this opportunity to find out if the inventory levels are accurately reflected in your CMMS).

Armed with this information, we can correlate this to the equipment needing the associated lubricant. In this instance, we can compile an asset listing and assign which lubricants are used for the respective assets. With the asset listing, we should also identify the oil requirements for the specified component. This way, we can develop a table similar to Table 2 below.

With the information collected in Table 2, we can easily sort through the lubricants we have in use and match them back to the requirements of the assets. This is where we can identify if we have duplicated products or products that serve the same function but are represented by different brands. This is the beginning of the consolidation process.

If you enter this information electronically, it will be easy to sort. You can group similar applications together and then compare the application’s requirements to the current lubricant. This will help you determine if you are using a highly specialized lubricant for an ordinary application or if the incorrect lubricant was used from inception!

This exercise will be fundamental in gauging your lubrication requirements and then allow you to consolidate some of the lubricants in use. For instance, if there are five different applications of gear oil and many types of oil, we would need to determine if all the listed lubricants are entirely necessary. See Table 3 below and determine if we need these five types of gear oil.

We can begin with the types of oils listed; some have varying viscosities, while others are food grade, and the rest are not. We can include this in a summary table, as seen in Table 4:

Table 4 shows that GB 1005, GB-4005 & GB-4008 all require the same type of oil, a food-grade ISO 220 mineral gear oil. Then why do we have three different types of oils that match the exact description? We can consolidate this oil into just one food-grade ISO 220 mineral gear oil brand. Ideally, the choice will be based on the supplier relationship, the availability of the product, and other cost factors, including delivery to the site.

We can also see that GB-2009 and GB-3003 require a non-food grade ISO 460 oil; however, one is synthetic, and the other is mineral. In this case, we can review our asset specifications and determine if a synthetic was required or if a mineral oil is preferred for these applications.

In this case, we could be using a higher-specification product and paying a lot more when the asset does not require it. This decision could have occurred in the past when synthetic oil was the only available grade of oil for that component, and it was ordered from the supplier to keep the plant running. However, if we consolidate these two, then we could go with a regular mineral non-food grade ISO 460 oil for both applications. 

By understanding our applications and where we’re using these oils, we’ve just cut down our list of 5 gear lubricants to 2 gear lubricants! These will be much easier to manage in our inventory than keeping track and ordering from 5 different suppliers.

Additionally, your staff will have less to worry about as they know which specific oil is for the ISO 220 grades and which one is for the ISO 460 grades, making it less complicated and reducing some human errors.   

The Other S Factors

The remaining 4 S factors can also be included in our journey to improve the overall quality of our approach to machinery lubrication. Once we have “Sorted” our lubricants by making sure we have what is necessary, we can move on to “Set these in order.”

In this step, we can ensure that all the types of lubricants are stored in a clean, dry, cool place away from water, direct sunlight, or drastic temperature changes. We can also observe the “FIFO” rules, where the first lubricant that enters the warehouse is also the first to leave and be used in the equipment. Additionally, we can have lists stating the assets in which the assigned oils are to be used and place matching tags on the equipment and dispensing containers to reduce mix-ups of the wrong lubricant being used.

The third “S” talks about “Shine,” which relates to keeping the work area clean. We can also apply this to our oils with the dispensing equipment, making sure we use clean, dedicated dispensing bottles, not the fancy, galvanized, open-top containers where someone showed off their welding skills. Those galvanized containers are huge sources of contamination, which will degrade our lubricants at a faster rate.  

With the fourth “S”, the process of “Standardizing” is used. This was incorporated in the first “S” during our sorting session, where we grouped similar lubricants and standardized them for various applications.

The last “S” is to “Sustain” or make the 5S process a habit. This would involve performing audits every year to ascertain if any new lubricants entered the facility and if they, in turn, should be consolidated with others that perform the same function.  

Benefits of Oil Consolidation  

There are many benefits to the consolidation of lubricants, but here are a few that stand out:

Reduced Cost of Inventory

For warehouses that stock many types of lubricants, there is a cost attached to holding these high stock levels, especially when the lubricants will not be consumed as quickly. However, with a consolidated stock, these levels can deplete at a faster rate than the specialty one or two lubricants, which may be used occasionally by certain assets. This helps to reduce the overall holding cost of the stock.

Reduced Human Error

With lubricants from many different suppliers, it is very easy for someone to get confused and use the wrong lubricant in the wrong application. This can lead to unplanned downtime and a possible flush of the entire system, depending on the level of cross-contamination. However, with a consolidated stock, the risks associated with humans utilizing the wrong lubricant become minimized. 

Reduced HSE Risks

When removing a drum of oil from storage, a forklift may be required (depending on the location). If there were different products from various suppliers, it may be difficult to access the ones needed or may require extra work to remove the additional drums from the other suppliers before the operators gain access to the lubricant they need. With a consolidated stock, it would be easier to access the lubricant needed, and there would be less risk associated with removing it from stock.

There are various types of handling procedures associated with the different lubricants. As such, more procedures will be involved for disposing and handling various oils. This can also increase the HSE risk if someone is not fully aware of how to handle specific lubricants. With a consolidated stock, the HSE personnel will not have as many procedures to be aware of when handling these lubricants.

Reduced Operational Costs

Personnel would no longer be required to handle all the invoicing and payments of several lubricant suppliers for the various brands. This will reduce the hours the accounting department spends on the necessary paperwork and bank transactions for several vendors. Additionally, warehouse personnel will not be tasked with receiving products several times a day from the various suppliers and producing the accompanying paperwork. This can reduce the overall operational costs.

There are many benefits to the consolidation of lubricants, especially in our facilities, but it begins with understanding if we are using them in the correct application or if we’re using an over-specified lubricant in a lower-tiered application. Auditing your facility will assist in making this process easier, as noted above. We all have our role to play in consolidating lubricants to ensure that we have a safer, more efficient plant.   

References

ASQ. (2024, OCtober 19). What are the Five S’s (5S) of Lean. Retrieved from American Society for Quality: https://asq.org/quality-resources/lean/five-s-tutorial