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https://www.maintenancetechnology.com/2013/08/mining-success-with-world-class-oil-analysis/

Mining Success With World-Class Oil Analysis

Let the experiences of others help you find gold in your own program.
By Ray Thibault, CLS, OMA I, OMA II, MLT, MLT II, MLA II, MLA III, Contributing Editor
Today, most industrial enterprises, including mining operations, have a similar focus: maintaining their competiveness
through productivity. Reliability Centered Maintenance (RCM) is a strategy employed by progressive organizations to
help achieve that goal. RCM puts great emphasis on the adoption of a world-class lubrication program. (The
March/April 2013 installment of this LMT case-study series discussed such a program at a large petrochemical
facility.) Oil analysisa condition-monitoring tool that reflects both predictive and proactive maintenance
capabilitiesis a crucial component of a world-class lube program. This article discusses implementation of that type
of program within a major gold-mining operation.
The goals of an effective oil-analysis program are to
Improve asset reliability.
Identify and eliminate repetitive problems.
Reduce unscheduled maintenance.
Obtain maximum use of lubricants in service.
Reduce maintenance and lubrication costs.
Achieve fault-free component-life extension.
Utilize proactive maintenance flanked by predictive maintenance technology.
Achieve condition-based maintenance.

To build a world-class program, a site must

Select an oil-analysis lab that will help achieve the above objectives.
Develop criteria for equipment to be sampled and prepare an equipment list.
Develop a sampling strategy.
Select the appropriate oil-analysis tests based on equipment type.
Select and allocate personnel for the program along with an overall coordinator.
Work closely with the oil-analysis laboratory selected to continue to improve the program to meet objectives.
Provide proper training with the use of internal and external resources.
Track and document cost benefits.
Practice continuous improvements by adapting to changing conditions and requirements.

The mining company profiled in this article has successfully implemented each of these key steps.
Historical program development
An oil-analysis program was first developed in the early 1990s. There was no formalized program, and many different

laboratories were tried. At one time, they were using three different laboratories. In 2001, a company specializing in
oil-analysis data management was brought in to set up a database and train people in proper sampling collection
techniques. Even though there were improvements, the program still had many problems. Equipment was incorrectly
entered or had missing information in the database. There was a great deal of inconsistency in the development and
utilization of condemning limits for equipment and fluids. One group made their decisions visually to determine
whether to change the oil or not. Others utilized their laboratory data on oil condition as best they could to make their
decisions. One comment made by a maintenance planner summed up the state of the oil-analysis program: We
monitor our components in the oil database right up to failure and when they fail we replace them.
In 2006, the mining company contracted with an oil-analysis data-management organization. It also adopted a Webbased data-management system and formed a fluid-management team to improve its existing program. At that time,
the company was using one laboratory (one of the larger oil-analysis providers in North America) for many sites.
Implementation included a number of activities conducted over a desired timeline.
The oil-analysis data-management company provided the following training:
Sampling best practices for technicians.
Training on oil-condition monitoring program for maintenance-planning groups.
Training of technicians and planning groups on how to use new oil database program.
A new laboratory was selected. This was a major step. The mining company decided to go with a smaller
laboratory that didnt have the capabilities of the major lab they were currently using. They had antiquated
equipment, but there was potential to establish a program designed specifically for the mining company. This
effort was difficult at first, but the mining company elected to put strict key performance indicators (KPIs) on the
laboratory. Quarterly meetings with the lab were conducted to discuss the progress on the KPIs. Guidelines
included:
Timely sample turnaround times.
Resolution of sample transportation issues which were initially sent by bus to the laboratory. This was
resolved by having the laboratory pick up the samples from the various mine sites.
Purchase of new equipment to meet mining company standards. Frequent meetings were conducted
between the mining company and the laboratory to monitor the quality of the data generated.
Minimization of incorrect data from laboratory.
Obtaining ISO 17025 accreditation and maintaining compliance. This was achieved several years after
program implementation.
Current program after six years is functioning very well with excellent results. All the KPIs are being met
and continuous improvement is practiced.

Current state; the program as it is now

Equipment
If equipment has oil in it and is operating, it is added to the database and sampled. The following equipment types are
being sampled and analyzed by the laboratory:
All diesel engines except pickups and small forklifts.
Mobile equipment drive-train components.
All hydraulic systems both fixed and mobile.
All pumps that contain > 2 quarts of oil and all critical pumps regardless of sump volume.

All gearboxes and agitators.

All air compressors, both screw and reciprocating.
All crushers.
All mills.
All electric motors that have oil-lubricated bearings.
Currently, there are nearly 6500 oil-filled components registered in the equipment database.

Test slate
Table I summarizes the oil-analysis tests run on the various equipment components. The mining company utilizes
LaserNet Fines for particle counts and classification of particles >20 micron. This is a powerful tool allowing users to
be both predictive and proactive. Utilized by very few labs in North America, its quite popular in Europe. Proper use
of LNF results can be helpful on all equipment except engines.
Sampling
An oil-analysis program is only as good as the integrity of the samples. Sampling is done by the same people at the
mine sites to achieve consistency. Proper training also has been conductedand is ongoing/reinforced though the
use of visual aids such as laminated wall charts illustrating photos of the sample points and proper sampling
techniques. These charts are constantly updated to reflect changing conditions. The mining company, its fluidmanagement group and the data-management consulting firm work together closely to continuously improve the
sampling program.
When the current program started six years ago, 1000 samples/month were collected. Over time, the number of
samples increased to 4000/monthand continues to increase in light of new equipment.
Sampling frequency for engines is every 250 hours. Transmissions, mobile hydraulics, differentials and final drives
which were sampled every 500 hours are now sampled every 250 hours. Fixed equipment on most sites went from
every 90 days to monthly. Again, the criteria for sampling: If it is loaded in the oil database and has oil, it will be
sampled. One of the strengths of the program is highly trained people utilizing the latest techniques to collect
representative samples.
Predictive/proactive condition-based maintenance
Wear debris analysis (through the use of emission spectroscopy [ICP], ferrous density analysis [PQ]) and particle
counts/shapes (through the use of LaserNet Fines [LNET]) identifies defects at an early stage. This facilitates the type
of timely corrections that prevent equipment failures.
Oil analysis also allows the mining company to proactively maintain fluid integrity and make proper oil changes to
prevent equipment damage.
Establishing warning limits is a critical part of an oil-analysis program from a predictive and proactive basis. Initially,
alerts were set on the make and model of the equipment though years of knowledge. This system was refined five
years ago by a joint team formed from the mining company and the data-management company.
Alerts are currently adjusted as new information is developed. It is anticipated that the information will be refined this
year by using statistical analysis. Any alert changes are a joint decision between the mining companys fluidmanagement group and its maintenance planners.
Once an alert is established on the equipment by the data managements condition intelligence team, a
recommendation is made and it goes to the maintenance-planning group responsible for that equipment. The
decision is made to accept or reject that action and, if accepted, when to implement that action.

Except for engines and air compressors, oil changes are now based primarily on the condition of an oil that is,
unless an alert occurs on the fluid. The decision to change the fluid is made by the maintenance planner to an alert
being generated on the fluid. Condition-based oil changes are based on contamination from one or more of the
following:
Water ingression
Fuel dilution
Coolant leaks
Process fluids
Oil deterioration
Dirt
Incorrect oil mixing

For equipment, an alert is set for each contaminant with condemning limits. Each is reviewed by the maintenance
group and a course of action is determined. All actions dont necessarily require an oil change, but could involve just
a filter change.
Program results
The success of any program is predicated on the useful information made to increase equipment reliability. The
following is a summary of some of the results obtained from the oil-analysis program:
Identified wrong filter sizes and housings from OEMs, based on particle-count results from LNF.
Identified air-integrity problems (high sulfur in rotary-screw compressors.
Identified OEM-related problems with engine components.
Identified wrong oil delivered to bulk tanks.
Identified product formulation changes from the lubricant supplier.
Identified the addition of wrong oil to equipment.
Basing oil changes on condition has resulted in lowered oil consumption from longer drain intervals.
Identifying component defects early through wear-debris analysis is preventing equipment failure.

The above list, reflecting both predictive and proactive maintenance practices, has resulted in extension of
equipment life. A major budgeted cost for the mines is the cost/hour to run the equipment. The oil-analysis program
has significantly extended equipment life, leading to a lowering of the cost/hour to run the equipment and extended
oil-drain intervals. There are also major savings from the prevention of catastrophic failures through early defect
detection. These are difficult to identify, but they are there. Minimization of unplanned equipment downtimea very
costly proposition in mininghas been especially important for this company. Work is continuing to better quantify
cost prevention of equipment saves.
Future state; program plans
Ongoing planning with regard to the mining companys oil-analysis program includes:
Practicing continuous improvement in sampling and test methods to obtain the best data possible.
Linking the oil-analysis database with a new SAP program allowing maintenance planners to have to work with
only one database.

Developing a rigorous statistical analysis program to refine equipment/lubricant data alerts.

Continuing to quantify benefits of oil-analysis program.

Conclusion
I have observed many oil-analysis programs in my years in the lubricants industry. The mine in this article truly has a
world-class oil-analysis program which is one of the finest I have ever encountered. It wasnt quick or easy, but
nothing worthwhile ever is. The following are the factors resulting in the successful development of the oil-analysis
program:
Teamwork:
The program involves close work among five major groups: the companys fluid-management group and
maintenance-planning group, its data-management consultants, lubricant supplier and oil-analysis laboratory. There
is frequent interaction among the groups. The final decision on the equipment is made by the maintenance planners
with lots of input from the other groups. This arrangement has worked successfully for many years.
Training:
A two-day training program is conducted annually by the fluid-management group, with the help of outside
consultants and oil-analysis lab personnel. A basic lubrication class is conducted by an outside consultant for new
employees requiring lubrication and oil-analysis training and an advanced oil-analysis training class for experienced
personnel involved in oil analysis. The class reviews new developments in oil analysis, but also involves hands-on
training utilizing the data-management system to interpret data and make recommendations on actual oil-analysis
data from the laboratory on mine-equipment components. All groups are involved in conducting this class.
The mining companys fluid-management group:
This team is the glue that holds the program together. It is a small team of three people, including a manager, who are
highly experienced in equipment and oil analysis. Two team members are both Certified Lubrication Specialists (CLS)
and Certified Oil Monitoring Analysts (OMA).
The success of the program is due to developing a good plan, and having the patience to implement it effectively with
the involvement of high-quality, dedicated mine personnel assisted, as needed, by experienced and knowledgeable
outside consultants. LMT
Long-time Contributing Editor Ray Thibault is based in Cypress (Houston), TX. An STLE-Certified Lubrication
Specialist and Oil Monitoring Analyst, he conducts extensive training for operations around the world.
Telephone: (281) 250-0279. Email: rlthibault@msn.com.

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