Then came the rise of human relations processes, with many companies forming HR departments responsible for guiding, managing and championing people initiatives. With their support, operational teams have been thoughtfully directed towards a renewed focus on people, even as process efficiency and unit performance remain central priorities.

This article examines the question of how to foster superior staffing from both ends of the equation — both at individuals and the tremendous contributions they can make to lubricant businesses and at some strategies for encouraging such contributions. I begin with five specific examples of the former — individuals observed across different periods and decades — as case studies to discuss their attributes and development within modern teams. Their names and employers are omitted but I describe the roles and work of these exceptional professionals (along with the periods during which I observed them), many of whom began at the grassroots operator level and consistently demonstrated remarkable qualities.

Fundamentally, each exhibited traits such as passion, sincerity, diligence, personal efficiency and a focus on performance. As the industry advanced, these individuals adapted into purpose-driven, high-performing teams, underpinned by the same core values but now further strengthened through scientific methodologies and support from independent specialists.

Case 1: Blending operator, 1990-1995

Long ago, there was a blending operator in a lubricant plant that I observed and where I later worked. Here was a highly manual plant with a large contingent of work force. This operator had been in this role for a few years and was passionate about blending lubes. He would personally ensure his team and he were performing all manual acts of flowmeter activation, flowing in raw materials, decanting drums into pits, etc. He meticulously followed the plan for each batch and was always in touch with the planner.

As I saw him day in and day out, he was then in the laboratory following up on all his blends for test results. All this to ensure that he could free up the tank for the next blend as well as provide relief to the filling team, who were waiting for product from time to time. Despite the plant being so manual, the rate of first time right blends was consistently over 95%, a remarkable feat in those times. 

Key traits: Passionate, hardworking, personal accountability (in a setting where such behaviour was rare) and most importantly focused on quality and productivity despite technology limits.

Case 2: Production consultant, 1995-2000

Our second example came from a completely different background, having retired from a senior position at a refinery before joining us as a production consultant. Despite having zero prior experience in lubricant supply chains, he joined us as a consultant to help deliver packed products of our own branded lubes to sales. One of his activities was to ensure personal relations were maintained at all levels in the blending plant, because by doing so he ensured that his plans of delivery were achieved at the loading bay.

To keep packed products on schedule, he would personally station at the planners desk to slot in the respective production plan, receiving proper preference over several other brands that the plant was obliged to produce. He would follow up on blending, filling and quality control to ensure all that was conceptualized did successfully materialize. All of the internal supply chain management that today is done with several steps of enterprise resource planning he would methodically perform by his walk around and focused perseverance. On-time in-focus — a metric that is widely used today — did not exist in its current form, but he managed.

Key traits: Pure supply chain focus that remained trained on the bigger picture day in and day out.  

Case 3: Plant operator, 2000-2010  

The scene for our third case was a greenfield, semi-automatic, fit-for-purpose plant, staffed all with freshly recruited operators and team members. While every one of the operators were well focused on what they needed to achieve, based on initial intensive training and accentuated by their on-the-job learning, this individual was “out of the box.” Ever observant and possessing a phenomenal ability to retain information and knowledge, he was keen to perform all blending operations, initially under supervision but later independently.

Where modern plants use ERP and warehouse management systems to efficiently coordinate many tasks, he on his own ensured continuous upkeep and efficiency of raw materials pick-up and blending while still responding readily to customer needs. WMS systems had not achieved the levels of efficiency that they do today, but he managed to match the performance of the systems of his day.

Key traits: Solid focus on process efficiency and his own targets. Under his management blending operations were always ahead of the curve in plant operations, and he helped the site win a national award for its performance.

Case 4: Bulk loading operator, 2010-20   

The scene for this case was another older plant, very similar to first. We focus here on the bulk loading operator, who performed his tasks efficiently, ensuring proper sequencing of blends that balanced his purposes, the arrival of trucks and most importantly following a sequence of products that minimized the need for flushing.

Employing all manual operations, this operator was a master of meeting customer needs, especially considering this plant frequently served last-minute marine sales orders, in most cases emergencies. His ability to achieve state-of-the-art blending was a marvel and will be further discussed below.

Key traits: A seasoned operator, highly customer focused, who achieved world class first time right standards both in a manual system and later with modern technology. 

Case 5: Engineer, 2020 – present

This case diverges most from the others, being about a senior and highly professional design and concept engineer with decades of experience in designing plants of various complexities — brownfield and greenfield alike. What was special was the experience he brought to the customers in an evolutionary mode —initially through conventional design outputs but later in 3D modelling views available for every output of his creation. (Most engineering companies do not provide this in the initial phases of project concept.) He also eventually would provide several data analytics in a modern style, for example, through a digital twin-based approach. 

Key traits: A modern designer with a keen eye for operations, engineering and customer focus. The major highlight of his approach was his continuous learning of the latest design tools which led to fresh design outputs, the customer’s delight. 

Nurturing Excellence Amidst Change

Now that we’ve met some real-life individuals, let’s talk about strategies for developing these types of employees. Given the pace at which industry is evolving, one significant hurdle in human resources is the tendency of individuals to become accustomed to and comfortable with the status quo. This leads to the widely recognized phenomenon of resistance to change.” Strategies for facilitating change do exist, and we will discuss some from my own experience.

A plant where I worked had decided to transition from manual to fully automated operations. Recognizing the challenge, we conducted a structured exercise to create a “skill-will matrix“ for all employees. This assessment, led by a cross-functional team headed by HR, involved grading each individual on a two-by-two grid based on their historical work patterns and experience.

Our subsequent go-forward plan was based on the principle that skill can be developed provided there is sufficient will. Employees with low will (a small number) were individually reviewed and reassigned to alternative roles if they possessed adequate skills. Those identified with both low skill and low will (very few) received periodic development plans within their current positions. If progress was not observed, they were deemed unsuitable for future roles.

Although the process was lengthy, it established a transparent and supportive framework for employee growth. Ultimately, this initiative resulted in a clear win-win outcome and illustrated our commitment to integrity and purposeful action.

Embracing New Technologies and Innovation  

Over recent decades, many lube manufacturers have adopted emerging technologies aimed at improving operations. While their popularity attests to the benefits, transitions are challenging, but chances for success — and the level of success — can be improved by helping employees learn to work in and with new systems. Traditional methods such as classroom and on-the-job training can be effective, but so can others.

In one of my past jobs, the company had decided to construct a new plant and set out to prepare selected personnel for new roles prior to commissioning. During the plant’s design and construction phases, these individuals were directly involved in design implementation, participated in modular “play and learn” activities, and conducted visits to equipment and system vendor facilities for testing purposes. These efforts enabled the team to be thoroughly prepared and accelerated learning when actual operations commenced.

Implementing ERP systems can be a large undertaking. In multiple cases with which I was involved, individuals with relevant expertise, such as our Case 3 operator above, actively participated in these deployments by thoroughly exploring the system and establishing foundational conditions. Developing policies and strategies in advance for workflows, data capture and modelling, early testing and staff training all contributed to a successful go-live of the new platform. Strong aptitude and positive attitude enabled participants to acquire valuable skills and positioned them as future leaders, well-prepared for recurring technological advancements in today’s dynamic environment.

Sometimes more is needed. I was involved in multiple plant commissionings where common challenges related to work sequencing and productivity were encountered despite extensive training and preparation. In such cases, approaches such as Total Quality Management and LEAN — whose principles include mapping the value stream, eliminating bottlenecks, using customer pull to guide production and continuous improvement — can make processes more efficient. Based on my experience, achieving these outcomes is closely linked to the implementation of structured methodologies by a skilled workforce.

To recap, here are several takeaways:

1. A positive attitude is more influential than aptitude in achieving success.
2. Lubricants manufacturing requires a comprehensive understanding of supply chain dynamics rather than solely focusing on blending and filling processes.
3. Programmable logic controllers and distributed control systems are valuable tools, and transitioning from manual operations to fully automated systems is a manageable process.
4. Previous experience in lubricants manufacturing is not a prerequisite for operators; adaptability and a willingness to embrace change are crucial.
5. Adopting continuous improvement methodologies such as LEAN, Kaizen, Timwood and OEE can significantly enhance performance across the lubricants supply chain.
6. Collaboration and teamwork are vital—staying informed about colleagues’ progress helps optimize individual and collective processes, fostering mutual support.
7. Ongoing learning is essential, with practical experience on the job providing insights that complement theoretical knowledge—it is, in essence, “Theory in Practice.”  

Ganesan Ganapathi has 40 years of experience as a lubricant supply chain and manufacturing professional with leading oil companies such as BP, Shell, Total and Bharat Petroleum. While leading operations, supply chain and plant management with these companies, Ganesan has noteworthy contributions in the space of Strategic and Master Planning of Supply Chain and Manufacturing. He can be contacted via LinkedIn.