Thursday, December 12, 2013
Precision Lubrication Services
277 Mallory Station Road, Ste 102 Franklin, TN 37027 • 615.771.6030
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August 26, 2013 | Comments (0)
May 15, 2012 | Comments (0)
Is it possible that the site’s default lubrication program is an invisible thief, steeling away machine productivity?
It certainly could be!
Machine Lubrication represents only 1% of the maintenance spend, but directly impacts roughly 30% of the net maintenance budget. How is it that we overlook the power of leverage that can be found through Precision Lubrication?
October 31, 2011 | Comments (0)
Following last week’s blog, assuming that agglomerated labor is the best approach, what can be done to keep the program moving toward improvement if it isn’t going to be possible to bring the lubrication labor under one supervisor? Here’s three suggestions.
October 14, 2011 | Comments (0)
Managing Plant Lubrication Maintenance Labor: Centralized or Distributed?
What is the best approach for managing the plant lubrication labor? Have all the technicians reporting to one individual? Have the technicians report to the director maintenance supervisor for a particular area (preferably the area that they work in)? The department supervisors would love to have a ‘floater’ available t
July 01, 2010 | Comments (0)
Human development is tied to knowledge. Behavior can change, but it occurs very slowly without some kind of intrinsic motivator.
If you wish for your personnel to deliver a greater level of attention to the details of the lubrication program there needs to be a change in their thought processes, which leads to a change in motivations.
March 04, 2010 | Comments (0)
• Reduce the fixed and variable portion of COGS.
• Improve short-term cash flows.
• Improve long term ROA.
• Enhance machine and manpower productivity.
It sounds far fetched, but it isn’t. Once the relationship between machine surface protection of load bearing surfaces and machine failure is understood it all looks like common sense.
March 05, 2010 | Comments (0)
Capitalism, as an economic system, is a bit Darwinian: it rewards the strong and punishes the weak. With the globalization of the world economy, and in particular the advent of global communications, over the last 20 years capitalism has spread.
Countries once considered to be low-labor, low-technology, low-access and low-threat locations have progressively gained access to capital, technology, know-how and, following the development of their own manufacturing sectors, access to new (western) markets. The results are obvious for the established and entrenched manufacturing companies – aggressive, relentless, price and quality oriented competition!
With this competition margins are being squeezed beyond the tipping point. If an established enterprise, in a high labor-cost market, is to survive it will be through finding additional productive capacity from within the existing plant. There is no relief to be found from price concessions from either the finished goods (buyer) or the raw materials (seller) sides of the conversion process. If the high-cost labor producer is to survive, it will be because the system has been changed to give the needed results: savings will be taken from inside the process – not the transactions.
Don’t let this disturb you. The buggy manufacturing business was at one time a dominant industry. It just isn’t today because better things were needed more. The loss of this segment did not prevent the nation from building, and the loss of those jobs did not prevent the people involved from finding better jobs.
All of this can be a healthy thing.
Stay tuned for more….
November 08, 2011 | Comments (0)
3 Simple Steps to Reducing the Cost of Industrial Machine Lubrication Labor Without Sacrificing Quality