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Optimizing robot performance through oil change

Optimizing robot performance through oil change

The Customer:

China’s largest manufacturer

The Challenge:

The manufacturer had been using Nabtesco RV Lubricant SB150, and the task involved servicing the equipment and carrying out an oil change with minimal impact on performance or reliability.

The Solution:

A customized service plan was provided that included oil change, filtration, dehydration, and high velocity flushing, supported by a detailed safety assessment and expert execution. The system restarted without issues, maintaining stable performance and showing no signs of oil leakage. This helped reduce personnel and downtime costs while improving production efficiency. The customer showed interest in continuing the partnership based on these outcomes.

Solving a supply snag to keep machines running strong

The Customer:

Robotics manufacturer in China

The Challenge:

The manufacturer faced challenges sourcing robotic lubrication grease because of a limited global distribution network and long import times from Japan. These supply limitations resulted in higher procurement costs and frequent maintenance problems, which affected operational efficiency.

The Solution:

Shell suggested Gadus S4 V80XE 00, a grease designed to protect RV reducers with features like anti-wear properties, low friction and reduced starting torque.

After three months of use, the robotic RV reducer maintained consistent performance with low iron (Fe) content. Supported by a reliable supply and competitive pricing, this approach contributed to a noticeable reduction in maintenance costs for the customer.

 Solving a supply snag to keep machines running strong

Helping 550 robots weld with greater accuracy, every time

Helping 550 robots weld with greater accuracy, every time

The Customer:

Leading automobile manufacturer in France

The Challenge:

The challenge involved developing dependable grease testing methods to monitor grease quality according to different operating conditions. With 550 welding robots from 15-year-old models to the latest technology from brands such as Kawasaki, Nachi, and Yaskawa all using RV reducers and advanced robotic lubricants, the manufacturer faced the complexity of maintaining proper lubrication across a wide range of equipment and ages.

The Solution:

To support the manufacturer in identifying business opportunities, Shell took a proactive approach by closely monitoring the trial and analyzing data using LubeAnalyst. This effort included on site visits and building strong relationships with grease suppliers.

By using Shell LubeAnalyst, the manufacturer was able to implement testing sequences across all 550 robots, each with six axes, conducting at least one test per robot per year. This led to the greases being optimized and streamlined to Shell Gadus S4 V80XE 00, aiming to provide improved performance and efficiency.

Enabling your machinery is more cost and energy-efficient with Shell Omala S4 WE 320 and Shell Omala S4 WE 150

The Customer:

Brazil's leading manufacturer

The Challenge:

During tractor cabin welding, 12 ABB robots and positioners handle the process. Initially outsourced, lubrication tasks led to complexities and frequent machine shutdowns for maintenance.

Seeking a solution, this manufacturer engaged Shell for lubricants with matching characteristics and performance, enabling in-house lubrication and reducing
machinery downtimes.

The Solution:

We recommended replacing the existing robotic gear oils with Shell Omala S4 WE 320 and Shell Omala S4 WE 150, fully aligned with ABB specifications.

To prevent incompatibility, we ensured that synthetic (PAG) and mineral oils were not mixed in designated gearboxes. Following ABB’s guidance, Shell Omala S4 WE 150 was selected for its intermediate viscosity of 136 cSt @ 40°C.

Ongoing oil analysis through Shell LubeAnalyst reinforced customer confidence, confirming that Shell Omala S4 WE delivered stronger performance than the previously recommended lubricants, even after a year of operation.

The calculations showed that even though Shell Omala S4 WE was priced higher than the old oil, the manufacturer still achieved a maintenance cost reduction of USD 4,290 per year.

As a result, the manufacturer extended internal oil-drain intervals, reducing costs tied to robot shutdowns and third-party service contracts. Oil analysis further confirmed that Shell Omala S4 WE maintained its properties and wear protection after a year, strengthening customer trust in the lubricant.

Helping 550 robots weld with greater accuracy, every time

1The savings indicated are specific to the calculation date and mentioned site. These calculations may vary from site to site and from time to time, depending on, for example, the application, the operating conditions, the current products being used, the condition of the equipment and the maintenance practices.

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The companies in which Shell plc directly and indirectly owns investments are separate legal entities. In this content “Shell”, “Shell Group” and “Group” are sometimes used for convenience to reference Shell plc and its subsidiaries in general. Likewise, the words “we”, “us” and “our” are also used to refer to Shell plc and its subsidiaries in general or to those who work for them. These terms are also used where no useful purpose is served by identifying the particular entity or entities. ‘‘Subsidiaries’’, “Shell subsidiaries” and “Shell companies” as used in this content refer to entities over which Shell plc either directly or indirectly has control. The terms “joint venture”, “joint operations”, “joint arrangements”, and “associates” may also be used to refer to a commercial arrangement in which Shell has a direct or indirect ownership interest with one or more parties. The term “Shell interest” is used for convenience to indicate the direct and/or indirect ownership interest held by Shell in an entity or unincorporated joint arrangement, after exclusion of all third-party interest.

Forward-Looking statements

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). These risk factors also expressly qualify all forward-looking statements contained in this content and should be considered by the reader. Each forward-looking statement speaks only as of the date of this content. Neither Shell plc nor any of its subsidiaries undertake any obligation to publicly update or revise any forward-looking statement as a result of new information, future events or other information. In light of these risks, results could differ materially from those stated, implied or inferred from the forward-looking statements contained in this content.

Shell’s net carbon intensity

Also, in this content we may refer to Shell’s “net carbon intensity” (NCI), which includes Shell’s carbon emissions from the production of our energy products, our suppliers’ carbon emissions in supplying energy for that production and our customers’ carbon emissions associated with their use of the energy products we sell. Shell’s NCI also includes the emissions associated with the production and use of energy products produced by others which Shell purchases for resale. Shell only controls its own emissions. The use of the terms Shell’s “net carbon intensity” or NCI is for convenience only and not intended to suggest these emissions are those of Shell plc or its subsidiaries.

Shell’s net-zero emissions target

Shell’s operating plan and outlook are forecasted for a three-year period and ten-year period, respectively, and are updated every year. They reflect the current economic environment and what we can reasonably expect to see over the next three and ten years. Accordingly, the outlook reflects our Scope 1, Scope 2 and NCI targets over the next ten years. However, Shell’s operating plan and outlook cannot reflect our 2050 net-zero emissions target, as this target is outside our planning period. Such future operating plans and outlooks could include changes to our portfolio, efficiency improvements and the use of carbon capture and storage and carbon credits. In the future, as society moves towards net-zero emissions, we expect Shell’s operating plans and outlooks to reflect this movement. However, if society is not net zero in 2050, as of today, there would be significant risk that Shell may not meet this target.

Forward-Looking non-GAAP measures

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