Technical Bulletin 95: Corrective action: unlocking the true value of oil analysis programmes
Organisations that invest in oil analysis expect returns on their investment that include improved reliability, reduced downtime and measurable cost savings. However, these outcomes are not guaranteed.
Condition monitoring specialist company, WearCheck, asserts that the real value of oil analysis lies not only in identifying problems, but in how effectively organisations respond to them.
In WearCheck Technical Bulletin 95, author Shesby Chabay, head of operations at WearCheck Zimbabwe, investigates the reasons behind organisations’ inability to attain cost savings and discusses how to optimise operational cost savings by being responsive to the outcomes on analysis reports, or by taking remedial action.
Oil analysis is widely recognised as a powerful predictive maintenance tool. By analysing used oil, fuel and other fluids, laboratories can detect early signs of wear, contamination and mechanical distress. This enables maintenance teams to intervene before minor issues escalate into costly failures. Yet, without a structured and responsive corrective-action strategy, the full financial and operational benefits of oil analysis may never be realised.
The oil analysis process is inherently cyclical. Regular sampling generates data, which is analysed and reported by the laboratory. Identified issues are then investigated, and corrective actions are implemented to address the root cause. Follow-up sampling confirms whether the intervention has been successful, and the cycle continues. When executed effectively, this iterative process drives continuous improvement in equipment performance and delivers tangible cost savings.
However, data alone does not deliver results. One of the key challenges highlighted is poor responsiveness to oil analysis reports. In a recent study of a mobile plant fleet, nearly half of all oil samples were flagged as alarms, with a significant proportion representing repeat issues. Low feedback rates and delayed responses meant that many problems remained unresolved, allowing faults to recur and, in some cases, worsen over time.
This phenomenon can be likened to a “snowball effect”, where small, manageable issues grow into larger, more complex and costly failures when left unaddressed. Over time, repeated faults can lead to premature component replacement, increased maintenance costs and unplanned downtime, ultimately impacting productivity and asset lifespan.
The findings also revealed a strong correlation between repeat faults and component failure. In many cases, recurring issues progressed to the point where parts or entire components had to be replaced, often after multiple warning signs had already been identified through oil analysis. This emphasises the importance of addressing the root cause of a problem at the earliest stage, rather than repeatedly treating symptoms.
To maximise the return on investment from oil analysis programmes, organisations must adopt a strategic, “big picture” approach, says Chabaya. This involves not only reacting to individual sample results, but also analysing long-term trends, identifying recurring patterns and prioritising critical issues across fleets or plants. Key performance indicators such as alarm frequency, repeat fault rates and response times provide valuable insight into programme effectiveness and highlight areas for improvement.
A contrasting case study demonstrates what effective corrective action can achieve. In one instance, critical water contamination was detected in a forklift differential. Prompt action by the maintenance team – replacing a defective breather – resolved the issue immediately. Subsequent oil samples confirmed that the problem had been eliminated, preventing potential component failure and avoiding significant repair costs. Over time, consistent responsiveness to oil analysis findings contributed to improved fleet reliability, extended equipment life and high operational availability.
These results illustrate a fundamental principle: oil analysis delivers the greatest value when organisations act decisively on the data it provides. Every urgent finding represents an opportunity to prevent failure and reduce costs. Ignoring or delaying action not only erodes these potential savings but can also lead to escalating problems and increased financial risk.
Chabaya stresses that achieving sustained cost savings requires more than technical capability. It depends on strong leadership, effective systems and a culture of accountability. Regular sampling, timely feedback and disciplined corrective action must be embedded within maintenance practices to ensure that insights are translated into measurable outcomes.
Ultimately, oil analysis should not be viewed as a once-off activity, but as an ongoing process of continuous improvement. Small, consistent interventions can have a cumulative impact, driving reliability, reducing costs and enhancing productivity across operations.
Chabaya concludes that investing in a good condition monitoring programme, such as oil analysis, pays its greatest dividend when supported by a proactive and responsive approach – turning data into action, and action into measurable business value.
by Shesby Chabaya – head: operations, WearCheck Zimbabwe
