Maintenance Mindset: ICML 55.1 in practice — Expert tips to advance your lubrication program
Welcome to Maintenance Mindset, our editors’ takes on things going on in the worlds of manufacturing and asset management that deserve some extra attention. This will appear regularly in the Member’s Only section of the site. This week's column features guest contributor Michael D. Holloway, President of 5th Order Industry, writing part 2 of a 4-part series on the positive impact of implementing the ICML 55.1 standard. (Click the link to read Part 1, Part 2, or Part 3)
ICML 55.1 is an international standard detailing best practices for lubricated asset management that is aligned with ISO 55001 asset management principles. By addressing 12 key elements (from workforce skills and lubricant selection to contamination control and program metrics), ICML 55.1 provides a comprehensive framework to improve machinery lubrication management and, in turn, asset reliability. Implementing this standard can significantly boost equipment uptime and lifespan and program sustainability, but organizations must navigate certain challenges to realize its full benefits.
This four-part blog series analyzes the standard’s impact on reliability in the following areas: implementation challenges, real-world case studies, cost-benefit considerations, and best practices for effective integration of ICML 55.1’s principles into daily operations.
Part 4 – Best practices for effective integration
To maximize asset reliability improvements, companies should integrate ICML 55.1’s principles into their daily operations in a structured and sustainable way. Below are best practices and expert recommendations for aligning lubrication management with ICML 55.1 and ensuring continuous improvement.
Designing a plant-wide lubrication strategy aligned with ICML 55.1 standards
Begin by mapping out all assets and lubrication points and formulating a Lubrication Management Plan that addresses the 12 ICML 55.1 elements. This plan should cover areas such as personnel roles and skills, lubricant selection/specifications, preventive maintenance tasks (like relubrication intervals and inspections), contamination control measures, waste oil handling, and program governance. Essentially, treat lubrication as a formal sub-system of asset management. Document standard operating procedures (SOPs) for lubrication work, for example, how to properly grease bearings (“the rights of lubrication – right lubricant, right place, right amount, right frequency, right procedure”), how to take an oil sample, how to store and label lubricants, etc. At Eli Lilly’s IE43 facility, a site-wide SOP covering all aspects of lubrication (from procurement of lubricants to their application in the field) was created based on ICML 55.1. This ensured consistency and clearly defined what needs to be done, forming the foundation of their program. A written plan and SOPs make training easier and allow for auditing compliance against the standard.
Integrating lubrication programs into ISO 55001 and PDCA asset management systems
ICML 55.1 is explicitly aligned with ISO 55000/55001, meaning it follows a plan-do-check-act (PDCA) cycle for continual improvement. Leverage this approach by integrating lubrication objectives into the broader asset management strategy of the organization. For instance, include lubrication performance in your asset management policy and objectives (Plan), execute the lubrication plan and training (Do), monitor results via audits and metrics (Check), and refine the program based on findings (Act). Ensure lubrication management is harmonized with other management systems – quality (ISO 9001), environmental (ISO 14001), and safety (ISO 45001) – as these often intersect. For example, environmental policies will relate to handling waste oil (an element in ICML 55.1), and safety management will relate to ensuring lubrication tasks (like sampling or oil changes) are done without incident. By aligning lubrication initiatives with these frameworks, the program gains organization-wide visibility and avoids being siloed. It also helps in securing certification or recognition if that is a goal, since ICML 55.1 can enable or complement ISO 55001 certification efforts.
Applying ICML 55.2 audit tools to build a compliant and measurable lubrication program
To effectively implement ICML 55.1 requirements, utilize ICML 55.2 (Guideline) as a roadmap. This guide offers in-depth recommendations and even checklists for each of the twelve areas, essentially serving as a “blueprint” for building an audit-ready lubrication management system . Following the guideline helps translate high-level requirements into actionable steps. For example, it might detail what an auditor would expect to see for the “Lubricant Storage and Handling” element – such as labeled containers, contamination controls, tracking of lubricant shelf-life, etc. Companies can perform an internal gap analysis against these checklists to see where current practices fall short.
One best practice is to conduct an initial lubrication audit (either internally or via a third party like 5th Order Industry) to benchmark current performance. The audit results will highlight weaknesses (perhaps poor labeling, or missing inspection routines) that can then be prioritized. After implementing improvements, periodic audits should be repeated (e.g., annually) to measure progress. This was done in the Eli Lilly case – after embedding ICML 55.1 practices, a follow-up audit scored the program nine times higher than the baseline from four years prior. Such audits create accountability and drive continuous improvement, ensuring the program doesn’t become static. In addition, consider pursuing ICML’s certification or awards for lubrication excellence as a framework: the criteria for these recognitions are aligned with best practices and can motivate the team to maintain high standards.
Harnessing condition monitoring and predictive analytics for lubrication excellence
Modern technology is a powerful enabler of lubrication management. Oil analysis and condition monitoring should be integral to the program – they provide the data needed to make informed decisions on oil change intervals, detect early signs of wear, and verify that practices are working (e.g. oil cleanliness levels).
A mantra in reliability is “good data is king”, and that holds true for lubrication. Invest in a robust oil analysis program: determine proper sampling frequencies for critical assets, use standardized procedures to get consistent samples (as the Eli Lilly IE43 team emphasized, samples must be safe, repeatable, and representative), and trend the lab results. Many companies integrate oil analysis results into their maintenance software or use specialized data analytics tools to predict failures (for example, tracking rising particle counts or viscosity changes and linking them to predictive maintenance triggers).
Additionally, consider online sensors where feasible – today there are IoT devices for continuous monitoring of oil condition (moisture, particle count, etc.) and automatic lubricators for bearings that dispense grease in controlled amounts. While continuous monitoring might not be practical for every asset, deploying it on the most critical machines can provide real-time alerts and further reduce reliance on routine time-based tasks. Technology also helps with integration: a CMMS can be set up to generate work orders when analysis indicates an out-of-spec condition, or to schedule lube routes and inspections at optimized intervals. Some organizations use mobile apps or RFID tagging to ensure every lube point is serviced and recorded properly, feeding data back for analysis. Analytics can identify trends like recurring contamination issues or differences in performance between lubricant brands, guiding continuous improvement decisions.
In summary, use data to drive the lubrication program, from selecting the right lubricant (perhaps using software to match machine requirements to oil properties) to optimizing maintenance intervals and detecting issues before they cause downtime. This data-centric approach was key to Eli Lilly’s success (shifting to condition-based oil changes and seeing clear trends of improvement in asset condition).
Implementing lubrication best practices with standardized tools and contamination control
Implement the best physical and procedural practices that underpin ICML 55.1’s requirements. Some proven practices include:
Contamination control: Keep lubricants clean and dry throughout their life cycle. Use desiccant breathers on oil reservoirs to prevent moisture ingress, and high-efficiency filtration (both on new oil before use and on machines through kidney-loop filters or filter carts). Establish target cleanliness codes for critical systems and strive to meet them. Weyerhaeuser’s turnaround illustrated how big an impact that cleaner oil can have on reliability. Also, ensure all funnels, transfer containers, and grease guns are kept clean and dedicated to specific lubricant types to avoid cross-contamination. Simple practices like color-coding can be extremely effective – Blue Buffalo and Eli Lilly both employed color-coded tags and containers so that each lubricant is visually identified from storage to point-of-use. This prevents miscible lubricant mistakes (e.g., mixing incompatible oils) and ensures the right product goes into the right machine.
Proper lubricant selection and management: Choose lubricants that meet or exceed OEM specifications and are suitable for the operating environment. Document these choices in the asset’s lubrication plan. Manage inventory to avoid using degraded or expired lubricants – FIFO (first-in-first-out) stock rotation and periodic lab testing of stored oil can help. Under ICML 55.1, lubricant quality management is as important as the act of lubrication itself. Ensure any lubricant substitutions or consolidations are evaluated for compatibility.
Optimized lubrication intervals: Use reliability-centered maintenance (RCM) logic or vendor recommendations as a starting point but refine intervals with actual data. Over-greasing and under-greasing are both harmful – sensors or ultrasound tools can determine when a bearing needs grease, for example. For oil changes, the trend (as seen in case studies) is toward condition-based intervals: utilize oil analysis to safely extend oil life or conversely identify when oil is degrading faster due to harsh conditions. Eliminating arbitrary time-based tasks not only saves cost but also avoids disturbing systems unnecessarily. Weyerhauser’s success story included the plant “conducting condition-based rather than time-based filter changes” after implementing differential pressure gauges, a practice that saved money and ensured filters were only changed when truly needed.
Inspections and preventive tasks: ICML 55.1 emphasizes regular inspections (both machine condition and lubricant condition). Train operators or maintenance techs to perform routine lube checks: look for leaks, inspect lubricant levels and appearance, listen for sounds of poor lubrication, etc. Simple inspection routes can catch issues like a missing breather cap or an overheating gearbox before they escalate. Also, include lubricant-related tasks in PMs – e.g., checking automatic lubricators, cleaning breather filters, retorquing oil sump bolts to stop leaks. These small tasks support reliability in the long run and are part of a disciplined lubrication regime. Blue Buffalo’s team, for instance, incorporated thermal checks and routine greasing into their maintenance routine and scheduled bigger jobs (like yearly oil drain-and-fills) during planned downtime windows. Coordination of lubrication tasks with production schedules (like making oil changes during a monthly cleaning day) is a best practice to minimize any impact on operations.
Tools and infrastructure: Provide the lubrication team with the right tools and workspace. A best-in-class program typically has a dedicated lubrication room or area, equipped with bulk oil storage tanks or drums on dispensing racks, filter carts, clean transfer containers (like “Oil Safe” containers which can be color-coded), grease guns calibrated for the correct volume, and spill containment. The area should be organized for efficiency and cleanliness. At Blue Buffalo’s site, for example, they use fire-safe cabinets for oil safe containers, labeled by specific oil type , illustrating attention to safety and organization. Moreover, having specialized tools such as oil analyzers (for quick on-site tests), infrared thermometers, ultrasonics, and vibration analyzers can greatly enhance the program’s ability to detect lubrication issues early.
Continuous training and knowledge sharing: Even after initial training and certification, make lubrication a subject of ongoing learning. Machinery lubrication evolves with new technologies (for example, advances in synthetic lubricants or new sensor tech), so keep the team updated. Schedule periodic refresher courses or toolboxes on topics like “proper greasing techniques” or “interpreting oil analysis reports.” Encourage lubrication technicians to attain higher ICML certifications (e.g. MLA II, MLE) and to participate in industry events or forums. Creating a culture where the lubrication team feels pride and ownership (as noted in Weyerhaeuser’s case where certification “instilled players with pride”) leads to better program sustainability. Also, share results with the broader maintenance and operations teams; for instance, show production supervisors the correlation between improved lubrication and fewer breakdowns, or celebrate reaching a cleanliness target in oil samples. This helps reinforce organizational buy-in.
Metrics and continuous improvement: Define key performance indicators (KPIs) for the lubrication program and track them. Examples of useful metrics are: percent of PM compliance for lubrication tasks, oil analysis compliance rate (and number of alarms or out-of-spec conditions found), average oil cleanliness level achieved vs. target, number of lubrication-related failures or work orders, mean time between failure (MTBF) for critical assets before vs. after program implementation, etc. Also track cost metrics like lubricant consumption per month and any reductions in component replacement costs. By monitoring these, you can quantify improvements and identify any negative trends early. For continuous improvement, institute a routine (e.g. quarterly or biannual meetings) to review lubrication performance. If a failure occurred, perform a root cause analysis (RCA) with an eye on lubrication – was it due to a missed lube, contamination, wrong oil, etc., and how can recurrence be prevented? ICML 55.1 includes program management and metrics as a core element , reinforcing that measuring results is integral to the standard. Blue Buffalo’s team exemplified a forward-looking mindset: they committed to “continue to fine tune our machinery and processes” and acknowledged “there will always be room for improvement.” This attitude, combined with hard metrics, keeps the program from stagnating. Additionally, consider external benchmarking – compare your program’s metrics or practices with industry peers or award-winning programs (many publish case studies). This can spark ideas for further enhancements.
Implementing ICML 55.1 is not a one-time project but an ongoing journey. By following these best practices, organizations can effectively integrate the standard into their operations and create a self-sustaining lubrication program. The result is a virtuous cycle: better lubrication management leads to improved reliability and efficiency, which justifies continued support and refinement of the program. In the words of an industry expert, adherence to ICML 55.1 gives companies “optimized reliability” and a “foundational bedrock for programmatic sustainability” in maintenance. Through diligent application of the standard’s principles – supported by technology, training, and management commitment – companies can expect to see their asset reliability reach new heights and maintain those gains over the long term.