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Beltana Development

Beltana Development. Beltana Overview Process Control Continuous Improvement Summary. Beltana MG1 to 4. Beltana. Located near Singleton. Started in December 2001. Set up as Individual Business Units. Beltana. Total of 21 Million tonnes mined to date.

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Beltana Development

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  1. Beltana Development

  2. Beltana Overview • Process Control • Continuous Improvement • Summary

  3. Beltana MG1 to 4

  4. Beltana • Located near Singleton. • Started in December 2001. • Set up as Individual Business Units.

  5. Beltana • Total of 21 Million tonnes mined to date. • Total of 70 km of roadway driveage to date.

  6. Beltana Development • Drive 3.0m x 5.4m roadways. • Install 4 x 1.8m roof bolts with mesh @ 1.5m spacings. • Install 2 x 1.2m rib bolts per 1.5m and once depth of cover exceeds 175m 4 x 1.2m rib bolts per 1.5m.

  7. Equipment Used • Single Miner Unit with: • 1 x 12cm12. • 2 x 10SC32 Shuttle cars 16 tonne pay load. • Stamler Breaker Feeder. (1700tph)

  8. Process Control • Beltana is set up as 3 Business Units that stand alone and are aligned to a process. • Development • Longwall • Services

  9. Organizational Chart

  10. DevelopmentLeadership

  11. Process Control • Development team responsible for everything.. • People • Production / Maintenance Strategies • Materials / Spares • Process Improvement • Short term plan • Costs • Rebuilds • Budgets • The Process is not Operations and not Engineering it is Development.

  12. Process Control • Crew Supervisors run their shift and are accountable to the Development Coordinator. • Undermanager's do not fill a traditional role.

  13. Crew Leadership

  14. Process Control • Crew Supervisor’s have 12 men in their crew. • One being a Maintenance Supervisor.

  15. Process Control • Crew’s are responsible and accountable for everything inbye the portal. • Contractors are used for roads and stoppings only.

  16. Process Control • Beltana prides itself for sustainability. • If a key person is out of the system then the process is sustainable. • This is achieved by growing from within.

  17. Continuous Improvement • This is both formal and informal but is looked at as a part of the culture. • You can’t manage what you don’t measure. • This is achieved by planning involving the people, implementing, measuring,reviewing and re-measure.

  18. Continuous Improvement • Shift Start meetings. • Shift reviews. • Weekly Plan / Reviews.

  19. Continuous Improvement • Panel Reviews. • Supervisors meetings. • Hazard / Improvement Process. • Panel Standards / Audits.

  20. Continuous Improvement • Beltana went from 4 to 7 Million tonnes per year. • Development had to develop a process which could maintain a 7 million tonne Longwall. • The following evolved.

  21. 70m 30m Continuous Improvement • 70/30m System Single Miner Unit (12CM30) 4m/hr system.

  22. Continuous Improvement • 100m Pillar Single Miner Unit (1 x 2CM30’s) 4m/hr system. • 12% improvement.

  23. Continuous Improvement • 100m Pillar Super Unit(2 x 12CM30’s) 5.8 m/hr system. • 40% improvement

  24. Continuous Improvement • 100m Pillar Single Miner Unit(1 x 12CM12) 6.5m/hr system. • 24 % improvement. • Total Process Improvement 95%

  25. Continuous Improvement • People and the machines are the success to our process. • Due to the fact that people were involved, they selected and then owned the machines and the process.

  26. Continuous Improvement • Ergonomics was a major consideration in our machine selection process. • The following slides show the final result.

  27. 12CM12

  28. Ergonomics

  29. 10SC32

  30. Stamler Breaker Feeder

  31. Stamler Breaker Feeder

  32. Summary • Our People are our No.1. asset. • We Control the whole Process. • We are committed to detailed Planning.

  33. Summary • The Process is owned by all stakeholders. • We strive for very high Standards. • High = Safe + ProductiveStandards Place Place

  34. Beltana Single Miner Unit Maintenance 0 Pipe Extension Retics / DCB Section Advance

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