A failed bearing, an overheated component or an unexpected shutdown can bring a mining operation to a standstill. Yet the role of lubrication in preventing these failures is often underestimated. According to Dave Gons, National Manager Mining and Regional Mining Manager: Sub-Saharan Africa at FUCHS Lubricants South Africa, lubrication is not only about reducing friction; it is about protecting equipment, managing wear and ultimately keeping production moving.
Gons argues that lubrication should form part of a broader equipment reliability strategy, alongside condition monitoring, inspections, predictive maintenance and sound operating practices.
He says when lubrication is treated this way, the focus then moves from completing a scheduled maintenance task to actively protecting equipment performance and identifying potential problems before they result in costly failures.
“Lubrication shifts from a routine task to a proactive reliability tool, improving asset performance, extending component life, reducing failures, and lowering total maintenance costs,” says Gons.
That shift is particularly relevant in mining, where equipment operates under harsh conditions and an unexpected failure can have serious consequences. A breakdown can interrupt production, require unplanned maintenance and place additional pressure on already stretched maintenance teams.
That is why selecting the correct lubricant is important. However, it is only one part of the reliability equation.
Contamination, poor application practices, inadequate inspections, improper storage and operator errors can all undermine the performance of equipment, even when the correct lubricant has been selected.
These issues require attention at an operational level, through better training, condition monitoring, contamination control and standardised maintenance procedures.
“Contamination, poor application practices, inadequate inspections, improper storage, and operator errors are key risks that can be mitigated through training, condition monitoring, contamination control, and standardized maintenance procedures,” says Gons.
This then encourages mines to make sure that existing activities work together and that maintenance teams have the information and procedures required to make better decisions.
Mines can also look into a holistic approach to help identify problems before they become failures.
Instead of relying on a single maintenance indicator, Gons advocates combining lubrication analysis with condition monitoring, inspections and predictive maintenance. Together, these practices can provide a clearer picture of equipment health.
“By combining lubrication analysis, condition monitoring, inspections, and predictive maintenance, mines can detect wear and emerging issues early, allowing repairs to be planned before failures occur.”
This approach changes the timing of maintenance. Instead of waiting for a component to fail and then responding to the problem, maintenance teams can use available information to identify deterioration and plan an intervention around production requirements.
This is important for mining companies because planned maintenance can be scheduled, resources can be allocated and replacement parts can be prepared in advance. An unexpected failure offers considerably less control over when and how the maintenance work takes place.
The financial case for a broader reliability strategy is closely linked to this reduction in unplanned downtime.
Gons identifies several areas where mines can realise savings: reducing unplanned downtime, extending equipment life, lowering maintenance costs, improving energy efficiency and optimising spare-parts inventories.
“The greatest savings come from reducing unplanned downtime, extending equipment life, lowering maintenance costs, improving energy efficiency, and optimizing spare-parts inventory.”
The benefits therefore extend beyond the cost of the lubricant itself. A relatively small maintenance decision can influence the lifespan and performance of much larger and more expensive equipment.
