Maintenance Mindset: Unlocking the potential of ICML 55.1 — Best practices for lubrication management
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 1 of a 4-part series on the positive impact of implementing the ICML 55.1 standard.
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 1 – Implementation Challenges
Adopting the ICML 55.1 standard often requires cultural change, financial investment, and new processes. Common obstacles include training gaps, upfront costs, and integration issues.
Workforce training and competency
A skilled team is crucial, yet many organizations lack formally trained lubrication personnel. In fact, only about 12% of industrial lubrication workers hold professional certification, leading to inconsistent practices. Building an ICML 55.1-compliant program demands significant training efforts to develop competencies in lubrication tasks, oil analysis, and reliability practices. For example, a maintenance crew at Weyerhaeuser’s Longview Plant had to obtain Machine Lubrication Technician (MLT) certifications to understand and apply best practices. This training requirement can be daunting if employees are unaccustomed to advanced lubrication concepts.
Management support and culture
Securing management buy-in is often a make-or-break factor. Without leadership advocating for lubrication excellence, even the best technical plan may stall. Companies frequently face reluctance to change “the way we’ve always done it,” making it hard to enforce new lubrication procedures or policies. As ICML notes, strong top-down support correlates with easier program implementation. In successful cases, a management champion will proactively prioritize lubrication from day one, funding training and resources before the first machine starts up. Organizations lacking such support must overcome skepticism and illustrate the reliability improvements possible under ICML 55.1.
Cost of compliance
Establishing a lubrication program to ICML 55.1 standards can entail significant initial costs. Expenses may include purchasing oil storage and handling equipment (e.g., proper containers, filters, breathers), retrofitting machines with sampling ports or filtration systems, hiring consultants, and paying for employee training/certification. There is also the cost of documentation and audits to achieve compliance. These upfront investments can be a barrier for budget-conscious operations. For instance, installing hardware for oil sampling and contamination control was a necessary step in one pharmaceutical plant’s ICML 55.1-based program. Justifying these costs requires confidence that long-term savings (fewer failures, extended oil life) will outweigh the initial outlay.
Integration with existing systems
Implementing ICML 55.1 means embedding new practices into current maintenance workflows and systems. This integration can be challenging on both a technical and operational level. Legacy equipment may not be “lubrication-ready” – for example, OEM machines often lack convenient oil sample ports or proper drainage, hindering oil analysis efforts. Maintenance scheduling must be adjusted to include lubrication inspections, oil changes based on condition, and other tasks prescribed by the standard. Aligning these tasks with production is tricky, and companies historically struggle to coordinate lubrication PMs without causing downtime. Additionally, existing computerized maintenance management systems (CMMS) need updates to track lubrication activities and metrics. Ensuring all this fits into the current maintenance regime (and possibly aligning with ISO 55001 management systems) requires careful planning.
Strategies to overcome challenges
Successfully adopting ICML 55.1 calls for a structured approach and organizational commitment. Key strategies include:
- Invest in training and certification. Close the skills gap by upskilling lubrication technicians and engineers. Formal training (e.g., ICML’s MLT, MLA, or the advanced MLE certification) builds the expertise and confidence needed to execute the best practices. Regular workshops and certification courses ensure the workforce can competently meet the standard’s requirements.
- Secure management buy-In. Educate leadership on the high cost of poor lubrication and the tangible benefits of ICML 55.1 compliance. Citing that improper lubrication causes up to 43% of mechanical failures and 70% of equipment failures can help make the case that lubrication is a strategic reliability issue, not just a maintenance detail. Presenting success stories and quick wins builds executive support. Ideally, identify a management champion to advocate for the program’s funding and to drive a culture that values proactive maintenance.
- Phase the implementation. ICML 55.1 covers a broad scope, so it’s wise not to tackle everything at once. Prioritize the most critical or high-impact areas first (the “crawl-walk-run” approach). Not all 12 elements of ICML 55.1 merit equal weight initially, and they should not be implemented concurrently. Instead, use data and audits to identify pressing weaknesses – for example, tackle lubricant contamination control or staff training first if those are causing frequent failures. Achieving some quick wins (like reducing a known contamination issue or eliminating a redundant oil change) will build momentum and justify further efforts. Over time, expand the program to include all elements as the organization’s maturity grows.
- Leverage ICML 55.2 guidelines. To simplify integration, use the companion ICML 55.2 Guideline, which serves as a practical “how-to” blueprint for meeting 55.1 requirements. Essentially, ICML 55.2 breaks down abstract requirements into concrete practices, which can be gradually incorporated into existing maintenance processes. The guideline provides examples, step-by-step recommendations, and even punch lists of typical requirements auditors look for. This helps organizations translate the standard’s requirements into actionable tasks and checkpoints.
- Integrate with maintenance systems. Modify and augment your existing maintenance systems to embed lubrication management. Update the CMMS to include lubrication PM schedules, routes for inspections and oil sampling, and tracking for lubricant inventories. In the Eli Lilly IE43 facility, for instance, an oil analysis PM was added to the CMMS, complete with job plans for how to take samples and follow-up work orders for any issues. Standard operating procedures (SOPs) should be developed (or updated) to align with ICML 55.1, covering everything from how lubricants are received and stored to how lubrication tasks are executed in the field. Integrating these processes ensures lubrication activities become a routine, auditable part of maintenance, rather than ad-hoc tasks.
By anticipating these challenges and applying such strategies, organizations can smooth the transition to an ICML 55.1-compliant lubrication program and set the stage for significant reliability gains.