Developing specifications

by Drew D. Troyer

In my last two columns, I outlined a sensible way to choose a lubricant supplier and the need to view a lubricant as a bundle of performance properties instead of simply a brand/product name. To get the properties you need, you must tell the supplier what you want. Enter the generic lubricant specification.

In my last column, I mentioned a phenomenon whereby the lubricant specification drifts when a supplier change occurs. This happens for two reasons. First, lubricant suppliers try to match the product you are using with a similar product in their offering. Often, the differences are minor, but, over time and several iterations of supplier change, the differences compound, occasionally resulting in a major variation from what is actually required. Also, lubricant suppliers are motivated to “consolidate” the lubricant inventory. Over several consolidation iterations, the product in use can drift from what is actually required.

Generally, I avoid the word “consolidate” when deciding how many lubricants a client requires in their inventory. Rather, I prefer the term “optimize” when assessing a client’s required selection of lubes. First and foremost, you must lubricate. Once optimized, it’s important to create a generic specification that contains all the relevant information that is required to purchase the product — written, of course, in generic technical language.

Recall from my last column that a lubricant is a bundle of performance properties. Chemical and physical properties are important only in as much as they influence lube performance. Brand and product name are merely nominal identifiers. It’s the performance that counts. Here are general steps to help you optimize the number of lubricant types you keep on hand, and to document them to avoid the drift associated with periodic supplier changes.

1) Brand consolidation: First, reduce all the lubricants on hand to technical specifications and identify duplicates. Often, you’ll find that several versions of the same basic product type are kept in inventory.

2) Basic technical requirements assessment: Starting with equipment manuals, determine what basic lubricant is required for the application. Some manuals provide great detail, others don’t. Where information is limited, rely on expertise to reach a conclusion.

3) Application/environment adjustment: Even if the equipment manual is well-written and complete, it’s impossible for the OEM to fully consider the application (criticality, installation details, etc.) and/or the operating environment (temperature, presence of moisture and dust, etc.). Consider these details before making the final decision. Two gearboxes operating the same way at the same plant may need two different lubes if one operates indoors and the other outdoors. Likewise, consider criticality, equipment bad-actor status, accessibility for lube maintenance, etc., before deciding what to specify for a machine.

4) Optimize lube selection: Once you define the requirements for your machines, you now can decide how many lubricant types to keep on hand.

5) Document the conclusions: After making that decision, document it using generic technical language. Such documents provide the basis for purchasing. These specifications should include a description of the product required and a summary of the physical, chemical, performance and delivery characteristics. Performance should be per ASTM, ISO or other standard test protocol. With all this, any supplier can match product line with the required performance characteristics.

6) Institute a management of change process: Once documentation is complete, institute a policy to periodically review the specs. Application and environmental conditions change from time to time. Any spec change should be justified and duly noted in the database to reflect the date, reasoning and authorization for the change.

Often, I hear purchasing blamed for “forcing” lousy lubricants on the organization. Good purchasing usually starts with sound engineering. Success is easy: 1) Define your requirements in generic technical language, considering the machine, criticality, application and operating environment; 2) optimize the number of lubricants you keep on hand; 3) document your requirements in a form any supplier can recognize; and 4) select a supplier that matches your needs, not just price. These steps enable purchasing and the lubricant supplier to do their jobs effectively, and enable you to achieve your reliability objectives.

Drew Troyer is the senior editor of Machinery Lubrication Magazine. If you have a lubrication or oil analysis question, contact Coach Troyer at 800-597-5460 or e-mail dtroyer@noria.com. 

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