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  2. The LubeCoach was constructed initially in the form of a disk calculator like I'm holding in my hand for mechanics to use in the training class so they can see the way forward to accomplishing precision lubrication. Once the calculations were put together we realized the step from there to creating an iPhone application or a computer-based system that we actually use ourselves when going through machine lubrication documentation process. The steps from the handheld calculator to computer-based version was very short. Today we have three discs, one of each pertaining to the different kind of bearing iPhone application pertaining to electric motor lubrication needs and a different iPhone application that pertains to or includes a very large database. Finally, a computer version that we use ourselves and is available for resale as well that we use ourselves to document what we’re doing and provide the information to our customers so they can see our decisions and make improvements as time passes.

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  3. AMRRI is an acronym, it stands for Advanced Machine Reliability Resources Incorporated. This company was founded to help Fortune 1000 process manufacturing companies improve business performance through the work of improved machine productivity and that comes through the work of improved care for machine lubrication work process and practices. Machine lubrication is a fundamental cornerstone, the fundamental cornerstone, for improving rotating equipment component longevity and performance. We are able to help our customers that are interested in making those kind of improvements. We focus expressly on Machine Condition Monitoring and Machine Lubrication work process and practices. We are able to cover every topic within the machine lubrication fold: Work process practices development, training and knowledge development for the troop’s, hands on skills improvement and if a customer has an interest in doing so, we can even put people in a plant site.

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  4. The process that we follow to help our customers achieve their goals for improved rotating equipment and machine parts reliability is really pretty simple. We have to have an organized process to help them see the path forward. The process starts with measuring the quality of the work practices that they have in place. Following the premise that you don't know which way to turn if you don't know which way you're facing. We go through a rigorous evaluation of the customer’s work processes and practices using a survey tool created for both objective and subjective responses. We conduct a gap analysis on the gaps that we see. We discuss with customers what their needs are for development and provide a printed report. We do all this work in one week so the customer gets right to the task of making practice and process improvement. Following that, we provide the customer with tools that they can use to go about improving their own processes with their own people. Their people can do this if they have time and the right tools. If the customer doesn’t have Labor time available to invest in machine lubrication process development then certainly we can step in and assist as well. A big component of improvement has to be developing the right thought process. We have a combination of training classes covering this topic, really, from A-Z for the low level to a very high level. All of our classes can be backed up with certification in the event that the customer would like to have their technician certified. Or, we can also do the training without that as an objective. Lastly, in the event that the customer simply doesn't have time available to do the work that needs to be done, we can come in and provide direct hands on support building the program, setting the schedule, implementing the scheduling and then, for that matter, actually doing the work if that is what did the customer desires.

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  5. A Benchmark is a tool that we use to assist our customers in figuring out where they are with their work process and practices and where they want to go. Starting with the premise that you don't know which way to turn if you don't know which what you're facing. Our customers tend to think that their machine lubrication practices is different than what's really there and what's really being done. So our job with a benchmark is to get into the plant, get with people that are doing the work of lubricant receiving, lubricant storage and handling, application of the oil and grease, following their routines, evaluating the written work practices, their job descriptions and looking at what they're actually doing, looking at what they're doing with machine condition analysis, how they're going about collecting samples, how they're going about using the work that comes out of the machine condition, the oil analysis report. Then putting all that together into a framework where we can say: this is what you have, this is what a best practice would look like, here is the extent of gap, or deficiency that exists between where you are and what you stated you want to achieve. Then, here's your strategic plan for development. In our strategic plan for development we will identify those things that represent the biggest gap that represent also the biggest potential for economic improvement if they can fix this particular gap. We will put those in the report, will list them in in order of importance from top to bottom, and give them a very specific framework with which they can move forward. From that point, they can pick up the ball and run with it or they can call us for additional support.

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