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MAINTENANCE – BUILDING BLOCKS PowerPoint Presentation
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MAINTENANCE – BUILDING BLOCKS

MAINTENANCE – BUILDING BLOCKS

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MAINTENANCE – BUILDING BLOCKS

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  1. MAINTENANCE – BUILDING BLOCKS

  2. Maintenance Building Blocks? What does it mean and why do you think maintenance base building block important? By definition thesaurus Maintenance - Safeguarding - Protection Base - Foundation – Under pinning base. Building - Structure – Configuration. Block - Parts In other words Protection of Under pinning Configuration or Parts? Why do we need to protect against this basic need.

  3. This presentation is about the work required prior to signing a contracts for the delivery of new equipment. • Another group at the next Roadway Development Workshop will discuss how to manage the new equipment approaching delivery to the mine. • I will be issuing a survey at the end of this presentation to assist with the groups evaluation. Could you return it to Garry Gibson who will • forward it to the group.

  4. Acquiring NEW equipment and making a difference. • How should I approach the exercise. • An essential tool is Project Management - Front End Loading? • Front-End Loading (FEL) is a term used to describe the activities undertaken during the project planning phases & prior to a project commitment being made. • Its about getting it right from the inception of the process before you get to a point where it is much harder and more costly to rectify issues. • I t is all about doing the work upfront, understanding the issues, during the design phase because • There is never a better time to get it right than before you fully engage the O.E.M or start cutting the steel. Never are we in a better position to bargain? • How long do you think it should take to get things right.

  5. Theory of Constraints • It is an approach to solve constraints and problems in a logical way by building a logic chart of the problem, finding its roots and developing steps to remove the root of the problem. • So how do I understand the logical problems find the root cause and remove it. • It is too late after the equipment is designed and delivered to complain about something that is not right.

  6. Do I understand what it is I need / want? • Have I canvassed/consulted with all interested parties particularly the end users. • Have I scrutinised the mine constraints to allow a seamless introduction of the new equipment. • Have I intimately scrutinised my process to accept / maximise the impact of my new equipment. • Do I understand what it is I want from the machines productivity. • Does any of my existing system or equipment constrain my new equipment. SC, Feeder, Ventilation etc • Can I see the new machine in action at another operation, is their process similar to my process. • Can I modify my process to maximise the benefits of the new equipment. • Do I understand the equipment fundamental design constraints. • Is there a consolidated accepted document identifying all my needs and wants? • Have we evaluated all potential alternatives and technologies?

  7. 2. DOES THE O.E.M know understand what I need / want • Have I conveyed my needs and wants to the O.E.M in a concise and well documented manner. • Does the O.E.M know / understand how I will operate the equipment and what my targets are? Be reassured the designer / supplier cannot design anything he is unaware of. • Is the O.E.M able to deliver my needs and wants, are we fundamentally aligned. Given enough time they should be able to deliver. • Is the O.E.M cooperative enough to work through our fundamental differences to achieve my goals. • Do I have a detailed specification or position that binds the O.E.M to my needs. • Is there enough measures in my documentation to ensure what I have asked for is being delivered in the equipment. • Does the O.E.M have enough time to deliver my needs / wants within the timeframe I allow him. Unrealistic times lead to trade offs. • Have we formulated a partnership with the O.E.M in delivering our equipment. It should not be adversarial.

  8. DESIGN IS THE BREAD AND BUTTER TO RELIABILITY • You can only manage what you understand, if you don’t ask for detailed design information, you wont receive, be convinced that adequate design information exists in a current form. • Quite often we have tolerated rather than eliminate design issues or if it is new equipment we may not even know. • The equipment you accept will reflect the design issues inherent with the machine and will be the downtime and maintenance requirements you have to manage in the future. • Your ongoing maintenance tolerance will be affected by the lack of a sound DFMEA during the design phase. • Understanding machine productivity needs, must be reflected in any maintenance plan. • Without equipment productivity none of us have a job, maintenance and production must coexist and work towards the consolidated effort, it is not a trade off.

  9. DESIGN IS THE BREAD AND BUTTER TO RELIABILITY • All equipment will prior to installation at a Mine have completed a comprehensive design DFMEA (Failure Mode & Effects Analysis) to determine the equipment limitations or failure modes. • All safety critical components will be identified and their design criteria documentation be available and understood by the end users. • Safety Critical components will have a safety integrity level defined commensurate to the hazards evident. • Design information will be confirmed by a person with expertise and experience within the field of design. • All modifications or re design will incorporate as a minimum a design FMEA. • Design Information will be available on site within quality documentation. • Equipment Design Limitations will be formally communicated with end users. • Design will be reviewed for optimal ergonomics and require minimal human intervention. • Design should where possible automate the equipment to optimum equipment reliability and productivity and therefore eliminate constraints.

  10. GETTING A LOOK AT THE FINAL PRODUCT BEFORE THE SPECIFICATION EVOLVES – 3D

  11. GETTING A LOOK AT THE FINAL PRODUCT BEFORE THE SPECIFICATION EVOLVES – 3D YOU HAVE NO EXCUSE TO SAY I DID NOT KNOW THAT!

  12. Why do I need to know about Component Life Cycle Obviously things don’t last for ever From a maintenance perspective less worried must be more reliable Why is there 2 values? variable equipment conditions, maintenance efforts or they don’t understand equipment life cycle High maintenance less reliable, interests me greatly

  13. So what happens when we get it wrong? • An earlier experience I understood about the purchase of some low height CM & SC. • Purchasing equipment that is too big to fit in mine • Things change how does 125 tonne concrete block vibrate excessively.

  14. DESIGN – What is it and how does it affect EQUIPMENT PERFORMANCE? Your system is perfectly designed to give you the results that you get. W. Edwards Deming

  15. ONGOING EQUIPMENT PERFORMANCE? What happens if we get it wrong SO WHAT HAPPENS WHEN WE ONGOING DESIGN ISSUES? We need to work out what it is the root cause. It not always easy to determine the root cause. What tools can we use to determine the cause?

  16. DESIGN – What is it and how does it affect EQUIPMENT PERFORMANCE? So what do we need to do? UNDERSTAND WHAT THE DESIGN CRITERIA IS AND IF YOU DON’T FIND SOMEONE WHO DOES? INGORANCE IS NOT BLISS AND IS THE PROBLEMS THAT YOU CONTINUE TO ACCEPT HAVE CHECKS AND BALANCES IN PLACE FROM CONCEPTUAL DESIGN - RETIREMENT! MAKE SURE YOU UNDERSTAND ALL POTENTIAL LOADINGS, OPERATING CRITERIA, KNOW YOUR EQUIPMENT NEEDS? DEMAND AN EXHAUSTIVE QUALITY ANALYTICAL PROCESSES FOR DETERMINING DESIGN ADEQUACY! WHEN YOU THINK ITS RIGHT CHECK AGAIN ITS THAT IMPORTANT, MISSED DESIGN OPPORTUNITIES IS YOUR FUTURE ENGINEERING PROBLEMS!

  17. DESIGN – What is it and how does it affect EQUIPMENT PERFORMANCE? AFTER THE DELIVERY IT CAN STILL BE DONE BUT AT A GREATER EXPENSE AND INCONVENIENCE Performance Analysis using the FMEA Model Major “Failure Modes” That Result in Production Losses? Frequency of Occurrence of Each? Typical Effect & Consequence in Units or $? Any Extraordinary Repair Costs? Preliminary View of Causes of These Failures? Preliminary Priorities for Action?

  18. CONDITION MONITORING – DIAGNOSTIC TOOLS OR BLACK MAGIC? CONDITION MONITORING OR A RELIABILITY ENGINEER CONDITION MONITORING IS A TOOL TO MONITOR FOR THINGS THAT ARE GOING WRONG OR MAYBE HAVE ALWAYS BEEN WRONG (DESIGN IS THE TOOL FOR ELIMINATING ONGOING WRONGS.)

  19. SOME DISCUSSION POINTS