jimdawg185
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So, for the most part people either think oil is oil so the cheaper the better..... or that their favorite oil is made from liquid gold from the moon with the tears of angels in it. And to be honest I feel the same way about LE. No doubt in my mind that if my boss fired me I would still secretly use the stuff as it has saved my a$$ and and my wallet quite a bit in the last few years. But, again that is something that lots of guys say about their favorite oil.
Well, what is so special about this really? Yes, you won't find most oils in turbines at power plants like my stuff, big deal, how many of you work at power plant.. I mean, it's impressive that I can save the local power gen 40 million dollars. But, really does that mean anything to anyone except them....
Something that I have not talked about and I think that will make LE more relevant to you (maybe) is our fleet management. For the most part, the largest reason that no one knows who the heck we are is nearly zero marketing. We have no debt as a company, and that is a very good thing. But one of the reasons we have no debt is that we don't spend any money on anything other than research and development of lubricants, relying completely on the independent contractors that we employ to keep business growing. And for the last 60 years that has served us pretty dang well. How you ask, because we put huge money in our very large customers pockets. But, those same customers are not that excited to share their success with anyone. So the only way we really ever grew was when a guy would quit and go somewhere else, or we got lucky and found someone with a forward thinking mindset that also knew the assets and how they worked. Which by the way is really rare. Not too many mechanics like change, they have always done it a certain way and don't want to screw with something unless it soles a particular problem (also a way that we have grown business, by being problem solvers). Well in the last year or so my company has found their niche in the reliabilty circle with things like ISO 55000 and being the only lubricant manufacturer to be closely involved with reliability centered companies like Noria and Reliability web. This has helped change our focus as a company from selling a commodity to selling an asset...
Most lube is treated as a commodity, and we all use it as such. LE is shifting that mindset by looking at lubricants as an asset. We take 6 month PM's in clarifier gear boxes and turn them into conditioned based. We stop changing oils at 5 or 10k miles in trucks and set the PM on the actual condition of the oil, safely changing it at longer PM's saving labor and money on lubricants at the same time developing trending of lubricant analysis and taking advantage of the higher performing oils higher hp, mpg's, and wearing tendencies that result in longer asset life. Our large fleets don't really like to share this info because it saves them massive amounts of money. Now, I can't openly share specifics, but I can show you what we have found is a very important tool (and accurate). In the next couple of posts on this thread I am going to share with you that tool.
Well, what is so special about this really? Yes, you won't find most oils in turbines at power plants like my stuff, big deal, how many of you work at power plant.. I mean, it's impressive that I can save the local power gen 40 million dollars. But, really does that mean anything to anyone except them....
Something that I have not talked about and I think that will make LE more relevant to you (maybe) is our fleet management. For the most part, the largest reason that no one knows who the heck we are is nearly zero marketing. We have no debt as a company, and that is a very good thing. But one of the reasons we have no debt is that we don't spend any money on anything other than research and development of lubricants, relying completely on the independent contractors that we employ to keep business growing. And for the last 60 years that has served us pretty dang well. How you ask, because we put huge money in our very large customers pockets. But, those same customers are not that excited to share their success with anyone. So the only way we really ever grew was when a guy would quit and go somewhere else, or we got lucky and found someone with a forward thinking mindset that also knew the assets and how they worked. Which by the way is really rare. Not too many mechanics like change, they have always done it a certain way and don't want to screw with something unless it soles a particular problem (also a way that we have grown business, by being problem solvers). Well in the last year or so my company has found their niche in the reliabilty circle with things like ISO 55000 and being the only lubricant manufacturer to be closely involved with reliability centered companies like Noria and Reliability web. This has helped change our focus as a company from selling a commodity to selling an asset...
Most lube is treated as a commodity, and we all use it as such. LE is shifting that mindset by looking at lubricants as an asset. We take 6 month PM's in clarifier gear boxes and turn them into conditioned based. We stop changing oils at 5 or 10k miles in trucks and set the PM on the actual condition of the oil, safely changing it at longer PM's saving labor and money on lubricants at the same time developing trending of lubricant analysis and taking advantage of the higher performing oils higher hp, mpg's, and wearing tendencies that result in longer asset life. Our large fleets don't really like to share this info because it saves them massive amounts of money. Now, I can't openly share specifics, but I can show you what we have found is a very important tool (and accurate). In the next couple of posts on this thread I am going to share with you that tool.