TLT: How did you get started in the field of tribology?
Lockwood: I got started in tribology in graduate school by working on my doctorate in chemical engineering with Dr. Elmer Klaus at Penn State. Dr. Klaus was very well-known in the field and introduced me to many of the main researchers of the time. At Penn State, I developed predictive models for gas solubility in oils and also for oxidation processes.

Subsequently, I went to work with General Motors, focusing on tribology problems of their first diesel vehicle. Suffice it to say, GM never solved their problems before their vehicle acquired a reputation, but it was a good learning experience.

At the time, I became interested in the effect of electric fields on lubricant chemistry and the role of particles in the lubricants. We were using electric fields to remove soot from the oil. Everything you learn becomes useful as you progress in your career.



TLT: How have your technical interests changed over the span of your 40-year career?
Lockwood: With every career change and every generation, my research interests changed. For example, I left GM and went to work for Martin Marietta, where I did a lot of work in forging and rolling of aluminium lubrication, on the surface chemistry of the metal products and on solving pollution problems.

One of my most important projects was switching the forging plant from oil- to water- based lubrication to avoid environmental fines. That was probably what I was best known for at the time. After that I went to Pennzoil, where I led a department (which included tribology) and continued to work on friction reduction and fuel economy, and some of the most important work I did was predictive models for fuel economy.

When I moved to Valvoline, I became a lot more involved in product development and marketing of the products, and I also became involved in coolants and appearance products. Every new area of research and development is always really enjoyable.

The biggest change in my technical interests has taken place in the last 10 years, with the introduction and popularity of electric vehicles and autonomous mobility—and this is the most fun of all, because it’s so different.

TLT: What was the most interesting aspect of the metalworking project that you worked on in your early career?
Lockwood: It was fascinating to me how important the oxide layer and the chemical layer is to the tribology of the metalworking process. In the can stock project, I led a project to introduce aluminium can stock, for example, where the movement of metal in rolling, and the effect of dislocations on the final crystal structure, is important. In addition, in some types of aluminium, magnesium oxide or other oxide structures, this can be critical to the tribology and surface appearance. One of my favorite trips was to the Coors plant in Colorado to discuss can stock properties.

TLT: What has been your experience in automotive tribology, fuel economy analytical predictive model, and lubricant formulation?
Lockwood: I’m a big believer in mathematical modeling. Early on, we decided to take an empirical modeling approach to fuel economy, and today at Valvoline we model everything from valve train mechanics and tribology to electric-battery thermal performance.

I always find the modeling provides insights on the proper viscosity for lubrication, as well as chemistry. At Valvoline, we have a lot of experience in working with suppliers on formulation, as well as unique formulations. Sometimes it’s helpful to have synthesis capability, like we do, when suppliers can’t respond to a need for a new molecule. One of the things we are pursuing is working with suppliers on manufacturing specific components for some of the products we’re working on today for electric vehicles.

TLT: Please share the success story of the Valvoline MaxLife product line. How did you lead the team to create the new product category?
Lockwood: One of the biggest product successes at Valvoline is our MaxLife product line. The first MaxLife motor oil created a new-to-the-world motor oil category.

On the research side, we made excellent use of our own unique engine and drive train laboratory in that we brought in older vehicles, studied their needs and then developed a product around it. This is where I personally learned a lot about lubricant formulation, through trial and error. It wouldn’t have been possible without a great team and the engine testing capability Valvoline has.

We had tremendous positive feedback from consumers. A new concern we addressed with this product was oil leaks. Today, the Valvoline drive train lab is one of my favorite places to be, where we work on inventions and just really fun projects, like building our own electric car for research purposes.

TLT: What are some of the technologies you are focusing on and what do you enjoy the most?
Lockwood: I’m very interested today in battery design, battery cooling, state of health, telematics, stationary power systems and, most recently, have become very involved in the development of maintenance services for future vehicles for which I created a new R&D group.

TLT: What’s your view on the impacts of new mobility technologies such as EV and HEV in the next 10 to 15 years? 
Lockwood: With regard to EV, I take the approach that governments and OEMs are in control of the timeline and we need to be ready but understand that we don’t have control. We pay careful attention to the evolution of new business models. For example, subscription electric vehicles and car sharing.

TLT: Could you share your experience in joint R&D programs with universities and national labs?
Lockwood: I’ve always been enthusiastic about working with universities and national labs. But I have found that it’s critical to work with the right partner and to participate in joint work and meet regularly.

TLT: Describe what your primary responsibilities were as a senior executive at Valvoline, and what was your typical workday like?
Lockwood: At Valvoline, I served as chief technology officer, as well as a senior vice president of the company. I spent a fair amount of my time thinking about the future and the capabilities we need and developed those-sometimes I got more involved than people expected. I focused at the top level about the budget, what equipment we needed, who do we hire, how to set up cross-functional teams and the like, when to outsource, but sometimes I got down to the level of specific paths of research and, occasionally, patentable ideas.

I worked with my direct reports specifically on their development and career paths, as well as everyone in the department. My first question during reviews was always how were they coaching, motivating and challenging each individual, and empowering teamwork and engagement.

TLT: What brought you to technical management and what were the challenges?
Lockwood: I believe that the interface between technical and the business, and being on the front line of that interface, is difficult. The reason that I got into and had stayed in management is that I wanted to see stability and success of the team. Building trust with the business is critical, and if that doesn’t happen, R&D can spend a lot of energy defending our “reason to be.”

You can reach Fran Lockwood at felockwood@valvoline.com.