How much for the grease guy?

or .. when grease gun becomes a machine gun

Really, how much for the grease guy?

Might look funny, but it is not. Could be a nice icebreaker when discussing about improvement of lubrication practice, but I frequently ask this question to understand the profile of organization. 

Now seriously, how much for the grease guy?

Everything has a price tag now days, and one could assume (often wrongly) that price tag has something to do with value. So, if I want your grease guy to start working for me, isn’t it a fair question to ask you as his current employer; how much that transfer would cost me. After all, you invested substantial resources to have a highly competent player performing such a responsible job and nothing comes for free; training, certifications, experience gained (…this is the case in books, in dreamland and on my wish list)

“I′ll give him to you free of charge”, “Take him, I′ll assign someone else to do the job tomorrow morning”, “He is also painting the fence and repairing the sink; let him finish that and take him” (…and this is reality)

Sad reality.

Price tag on your grease guy is value of your lubrication practice.

He is a product of your system

Football players have a transfer price, developers, designers, they all seem to be considered as assets. And where there is an asset – there must be a value. Office chair has an inventory number, so I suppose it has some value for the organization. My question is quite clear and straightforward; what is your grease guy worth to you? If answer is “not much”, then we are looking at the serious problem of completely wrong understood lubrication chain. 

From management decision, through lubrication engineer/strategist, to execution level (grease guy). Who is most important or more important? 

Chain is very simple; it is as strong as each link is.

No matter which link fails, grease gun becomes a machine gun.

No surprise so many bearings get executed. 

In cold blood.