three papers presented in load & haul asia 2011

Ensuring Safe Maintenance & Reliability of Haul Trucks

28.09.2011

TRB Iron Ore Mines, Tensa

An ISO 9001:2008, ISO 14001:2004 & OHSAS 18001:2007

Certified Company

A TPM Practicing Unit

Copyright © 2010 Jindal Steel & Power Ltd. 2

O P JINDAL GROUP

JINDAL SAW LTD.

Long Submerged Arc

Welded Pipes

• Spiral Welded Pipes

• Pipe Coating

• Seamless Pipes

JSW STEEL LTD

Iron Ore Pellets

Slabs, Billets

HR & CR Coils/ Sheets & Plates

Galvanized Coils/ Sheets

Re-bars

• LEADING INDUSTRIAL GROUP IN INDIA WITH AN ANNUAL

TURNOVER OF USD 15.0 BILLION.

• JSPL IS TODAY HAVING A CRUDE STEEL CAPACITY OF 2.4

MTPA, WORKING TOWARDS BECOMING A 30 MTPA

COMPANY BY 2020.

O P Jindal Group

JINDAL POWER LTD.

1000 MW Capacity

4 x 600 MW under

project

JINDAL STAINLESS LTD

Stainless Steel in the

form of Slabs /Coils/Sheets

High Carbon Ferrochrome

CR Coils/Sheets

JINDAL STEEL & POWER LTD.

• Captive Iron Ore & Coal mines

• Ferro Alloys

• Sponge Iron (DRI), Pig Iron

• Steel Slabs, Rounds & Blooms

• Steel Structural's, Rails, Plates

• Power

JINDAL STEEL & POWER LTD.

• Captive Iron Ore & Coal mines

• Ferro Alloys

• Sponge Iron (DRI), Pig Iron

• Steel Slabs, Rounds & Blooms

• Steel Structural's, Rails, Plates

• Power

Copyright © 2010 Jindal Steel & Power Ltd.

Vision

We aspire to achieve business excellence through: •The spirit of entrepreneurship and innovation •Optimum utilization of resources •Sustainable environment friendly procedures and practices •The highest ethics and standards •Hiring, developing and retaining the best people •Maximizing returns to stakeholders •Positive impact on the communities we touch

Mission

“To be a globally admired organization that enhances the quality of life of all stakeholders through sustainable industrial and business development”

CORE VALUES •Passion for People •Business Excellence •Integrity, Ownership & Sense of belongingness •Sustainable Development

3

Our Vision, Mission & Core Value


Global Footprint

India Oman

Indonesia Congo

Mozambique

Bolivia

South Africa

Georgia

4


JSPL- India Wide Location

5


TRB Iron Ore Mines location

6


JSPL –Mine at a Glance

Established in 1991 at Tensa, district Sundargarh in Odisha

Principal Product & Services-Iron Ore

Present Production Capacity is 3.11 million tons/per annum

Situated at a Latitude:21°53’north & longitude : 85° 10' east

The Mines is surrounded by three villages i.e;Tantra,Raikela &

Bandal and hence has been named as TRB Iron Ore Mines.

Profile of Employees:

Total strength-170

Average age in years-37

Average experience in years-12

% of employees with 5-15 yrs.Exp-38

% of professionally qualified persons-64

% of employees below 40 yrs. of age-34


JSPL Tensa

• Gold Medal at QCFI Mumbai Chapter 2010 for presenting the best Kaizen Theme

• Par Excellence Award at 24th National Convention on Quality Concepts NCQC-2010 at Vishakhapatnam.

• Best Mechanized Mines for environmental protection & Air Quality Management 2010-11 by Indian Bureau of Mines

• Best Mines for General Working, Safety 2010-11 by DGMS

Awards & Recognition

Environmental Protection Award 2010-11 NCQC-2010-Par Excellence Award

QCFI-2010 Best Safe Mines Award 2010-11

Evaluating & ensuring an effective preventive maintenance program


35

50%

50%

50%

Evolution of Haul trucks


Cost Per Ton versus Haul Truck Size….

11

Co

st

per

To

n

A

B

C

Size

Cost Versus Haul Truck Size

Uncertainty into the benefits of implementing larger haul trucks


Factors for selection of equipment Deposit Characteristics Operating Scenarios

A. Deposit Characteristics

1 – Reserves

2 – Geometry

3 – Topography

4 – Groundwater

5 – Hardness & abrasivity

6 – Grade Distribution

7 – Swell Factor

8 – Diggability

9 – Ground Bearing Pressure

10 – Rock Mass Quality, Structure

B. Mine Planning Needs:

1 – Daily production rate

2 – Bench geometry

3 – Mine layout

4 – Scheduling

5 – Matching factors

C. Operating Environment

1 – Personnel

2 – Weather

3 – Shift per day

4 – Management

5 – Maintenance

6 - Training

Equipment Size

Equipment Size Sensitive Factor

A. Direct Impact:

1 – Productivity

2 – Capital cost ( Basic price, Commission, Shipment, Insurance, etc.)

3 – Operating Cost ( Tires, Fuels, Maintenance, )

4 – Flexibility & Versatility

5 – Reliability

6 – Infrastructure: Haul road, etc.

7 – Minimum working area

8 – Risk Management (lost production)

9 – Efficiency

10 – Utilization

11 – Waste Dump Management

12 – Matching Factor: drills, loaders, haulers.

B. Indirect Impact:

1 – Selectivity & Dilution

2 – Environmental Management

3 – Safety

4 – Milling efficiency cost

5 – Mine Longevity

6 - Community


Today’s understanding for purists

Reliability The ability of an equipment to operate

under designated conditions for a

designated period of time or number of

cycle. MTBF is an indicator of

reliability.

Availability The probability that an equipment will be in

operable condition for a designated period of

time.

Utilization The proportion of available time for that

equipment is operating.

Safety Freedom from unacceptable risk of harm.


Availability & Reliability Use CM to get higher equipment reliability and higher plant availability. The

graph below is what Max said to do.

Equipment Optimization

Zone

CM is used as a tool to

optimize equipment

availability


O.E.E

Production Efficiency: The ratio of actual output from a

machine (which meets the required quality standards) to its

rated output, during the time it is operating.

P.E = (Actual production/Utilized hours)/ Rated capacity*100

Overall Equipment Effectiveness: It provides a holistic view

of asset utilization by combining

OEE= Availability*Utilization*P.E


General Understanding of Reliability

So…..

The important

thing in reliability

is to choose our

priority and define

what we exactly

want.

If we don’t get

what we want

then it is un

reliable.

How reliable is my shoe?

Lasts for ??? Years

Does not pinch

Feet does not ache during morning walks

Is safe to wear in the plant

Require little repair & maintenance

Reliability has different meanings.

What would be more reliable?

Taking a flight from Delhi to Jakarta

Or taking a train from Delhi to Jakarta

How do we decide our option?

Do we choose similar decision criteria at

our site.


Perception & View

Your perception of reliability of any equipment from the position of:

Maintenance manager

Production manager

Quality manager

Safety manager

Finance manager

How do we define failure as a:

Maintenance manager

Production manager

Quality manager

Safety manager

Finance manager

Reliability

Availability

Performance

What would now be an

acceptable viewpoint? And

how are we to achieve this?


Reliability

Different components have different reliabilities.

Different sub-assemblies have different reliabilities.

Different machines have different reliabilities.

Different processes have different reliabilities

Mathematically,

R(t) = exp(-λt) Where,

R(t) is the reliability.

λ is the failure rate.

For Series,

R(t) = exp(-(λ1+ λ2)t)

For parallel,

R(t) = 1-(1-exp(-λ1t))(1-exp(-λ2t)) Where,

λ1 is the failure rate of component (A).

λ2 is the failure rate of component (B).

A B

B

A


Reliability

So the upper limits of performance is decided by…..

Inherent design

Processes

Spares

Maintenance team skill

Operation

Maintenance practices

And a host of other factors

They all behave like a chain. The weakest link determines the

reliability of the entire chain.

And every link’s reliability depends not only on its own

strength against the load but also depends on the interaction

with the other elements or links.


Reliability depends on…..

Design

Material

Assembly and

commissioning

Foundation and

Structures

Forces and loads

Reactive environment

Working Environment

Time

Lubrication

Spares

Skill set

RCM is a process of identifying the best way to operate

and maintain plant and equipment.


The Scheduling Process

Uncertainty of

forecasting is

due to poor

reliability & poor

utilization.


Sources of Unreliability


Impact of Poor Reliability

a) Operating efficiency

and therefore operating

cost.

b) Ability to provide accurate short term

forecast for the equipment operating hours.

i) leads to equipment services being performed

unnecessarily and resulting in increase

maintenance cost and downtime or,

ii) equipment services being performed late

leading to the risk of in-service failures and

reduced equipment life or,

iii) equipment services being performed at short

notice, in an unplanned manner resulting in

increase of down time associated with these

services.

Impact of poor

reliability


Actions to improve Reliability


Actions to improve Reliability

And,

Measure number of times equipment is stopped.

Perform pareto analysis.

Analyze with high frequency stoppages, identify opportunity for

improvement.

Possible causes for interruption can be categorized as ‘Planned’ or

‘Unplanned’.


Factors impacting reliability

Geology Accident damage

Weather

Downstream processes

Spillage & house-keeping

Minor production stoppages

Ineffective blasting

Equipment failure

The mine plan

Routine maintenan

ce

Shift change &

crib brakes

The blast

Refueling &

lubrication

Planned can be reduced by

combining the

stoppages

Factors Impacting Reliability

Unplanned can be reduced

by eliminating or

reducing

frequency or by

converting

stoppages into

planned

stoppages.


Common Cause Failures

Types of failures of items:-

Failure of a few items

Random failures

Dependent failures

Consecutive failures

Failures of identical

items

Design failure

Environment caused failures Functional

failures

Failures are basically of three types

Frequent failure- early life

Random – not quite sure of the life

Age related – suffer from old age

Since PM can’t tackle the first two

types. There is a need to have more

strategies in place.

This leads us to

a new concept

DOFR can

reduced it. CBM can

reduced it.


Actual Failure Patterns

These curves are the

failure patterns

observed in a study

completed in 1978 by

Nowlan and Heap.

This shows that

only 4% of the

components go

through a bathtub

curve.

4%

7%

5%

2%

82% 68% of this with infant mortality

Bath tub curve


Life management

Integration of ageing management

and economic planning to:

Optimize the operation,

maintenance and service life of

SSCs.

Maintain an acceptable level of

performance and safety

Maximize return on investment

over the service life of the

equipment.


Evolution of CBM

Equipment reliability improves but

inconsistent results are noted, aircraft

industry studied due to significant

improvement within its equipment

RCM development cost for the unique

equipment at each station drives change in

the process

Cost of time based maintenance and the

feedback that some equipment is not

significantly degraded upon removal

challenges the SRCM interval evaluation

Structured approach to the use of PdM

needed to adequately address where

interval can be flexed to the advantage of

the maintenance cost

PM program

evolves

RCM program

evolves

Daily Reactive

Maintenance

Maintainers responding to the demand

of production department need

TIMELINE

Pre- 1975

Planned Maintenance Decision to plan

work to reduce $ Action to reduce

reactive maintenance 1980

Achieve cost reduction in maintenance, but

equipment reliability not significantly improved Planned Maintenance

with PM Priority

PM program

development 1985

Planned Maintenance

with RCM Focus

Action to focus on the

critical equipment 1992

Planned Maintenance

with SRCM Focus

Action to focus or

streamlining RCM

process

1995

Planned Maintenance

with SRCM Focus

Introduction of

predictive technology

to PM program

1998

Planned Maintenance

with CBM/SRCM Predictive technology

evolves to CBM

program

2002


Condition Based Maintenance

Conditional Indicator Characteristic that can be observed, measured or trended to infer or directly

indicate the current and future ability of an SSC to function within acceptable

criteria.

Functional Indicator Characteristics that can be measured or observed to provide a direct

indication of the current ability of an SSC to function within acceptance

criteria.

Condition Monitoring Observation, measurement or trending of condition or functional indicators

w.r.t some independent parameter to indicate the current and future ability of

an SSC to function within acceptance criteria.

Testing Observation or measurement of condition or functional indicators under

controlled conditions to verify that the current performance of an SSC

conforms to acceptance criteria.


The Journey to Operational Excellence

At the extreme left hand side of the chart, you could consider that

Maintenance is at a level of "Innocence" - at the extreme right hand side, it

is at the "Excellence" level.


Business Need

Business Need

The need to predict equipment

failures

The need for a

holistic view of

equipment condition

The need for greater accuracy in

failure prediction

The need to reduce the cost of Condition Monitoring

The need to improve equipment

and component reliability

The need to optimize

equipment performance

It requires the effective

integration of:

i) Condition Monitoring

inspection results (including

all Condition Monitoring

techniques used - Vibration

Analysis, Oil Analysis,

Thermography etc)

ii) Visual inspection results

iii) Fixed-interval

"Preventive" maintenance

actions, and

iv) Equipment performance

monitoring


7 key trends for CM in 21st Century The development of smart sensors, and other low-cost on-line monitoring systems that will

permit the cost-effective continuous monitoring of key equipment items.

The increasing provision of built-in vibration sensors as standard features in large motors,

pumps, turbines and other large equipment items

Increasingly sophisticated condition monitoring software, with rapidly developing "expert"

diagnosis capabilities

The acceptance of Condition Monitoring within the "mainstream" of Operations and

Maintenance, with Production operators increasingly utilising Condition Monitoring technologies

as part of their day-to-day duties

Increasing integration, and acceptance of common standards for interfacing Condition

Monitoring software with CMMS and Process Control software

An increasing focus on the business implications and applications of Condition Monitoring

technologies, leading to the utilisation of Condition Monitoring technologies to improve

equipment reliability and performance, rather than to merely predict component failure.

A reduction in the cost-per-point of applying Condition Monitoring technologies - possibly

leading to more widespread use of these technologies.


Reliability Centered Maintenance

Systematic method for developing and optimizing proactive

maintenance programs.

by evaluating and prioritizing preventive maintenance actions

according to their effectiveness in reducing the probability of

system failure

their economic viability also taken into account

First developed in 1970s as tool for civil Aviation Industry, and under constant

review. In1980s the application was expanded to other industries. In1990s RCM2

launched specifically for non aviation sectors.


Reliability Centered Maintenance

The philosophy of RCM has brought in several areas of change in

maintenance management.

15 major areas of change are summarized herewith- and these are termed as

Maxim. This would provide a basis for comparing the different decision support tools and management

philosophies that claim to provide a basis for action.

Maxim Old New Maxim1 Maintenance is about preserving physical assets. Maintenance is about preserving the functions of assests.

Maxim2 Routine maintenance is about preventing failures. Routine maintenance is about avoiding, reducing or eliminating the consequences of failures.

Maxim3 The primary objective of maintenance function is to optimize plant availability at minimum cost.

Maintenance affects all aspects of business effectiveness and risk-safety, environmental integrity, energy efficiency, product quality and customer service, not just plant availability and cost.

Maxim4 Most equipment becomes more likely to fail as it gets older. Most failures are not more likely to occur as equipment gets older.

Maxim5 Comprehensive database about failure rates must be available before it is possible to develop a really successful maintenance programme.

Decisions about the management of equipment failure will nearly always have to be made with inadequate hard data about failure rates.

Maxim6 There are three basic types of maintenance: i) Predictive, ii) Preventiveand iii) Corrective.

There are four basic types of maintenance: i) Predictive, ii) Preventive, iii) Corrective and iv) CBM.


Reliability Centered Maintenance Maxim Old New

Maxim7 The frequency of CBM tasks should be based on the frequency of the failure and /or criticality of the item.

The frequency of CBM tasks should be based on the failure development period.

Maxim8 If both are technically appropriate, fixed interval overhauls/replacements are usually both cheaper and more effective than CBM.

If both are technically appropriate, CBM is nearly always cheaper and more effective than fixed interval overhauls/replacements throughout the life of the assets.

Maxim9 Serious incidents/ catastrophic accidents which involve multiple equipment failures are usually the result of 'bad luck' or 'acts of god' and hence unmanageable.

To a considerable extent, the likelihood of multiple failure is a manageable variable, especially in protected systems.

Maxim10 The quickest and surest way to improve the performance of an existing 'unreliable' asset is to upgrade the design.

It is nearly always more cost-effective to try to improve the performance of an unreliable asset by improving the way it is operated and maintained, and only to review the design if this cannot deliver the required performance.

Maxim11 Generic maintenance policies can be developed for most types of physical asset.

Generic policies should only be applied to identical assets whose operating context, functions and desired standards of performance are also identical.

Maxim12 Maintenance policies should be formulated by managers and maintenance schedules drawn up by suitably qualified specialists or external contractors.

Maintenance policies should be formulated by the people closest to the assets. The role of management is to provide the tools to help them make the right decisions, and to ensure that the decisions are sensible and defensible.

Maxim13 The maintenance department on its own can develop a successful, lasting maintenance programme.

a successful, lasting maintenance programme can only be developed by mantenance and users of the assets-working together.

Maxim14 Equipment manufacturers are in the best position to develop maintenance programme for new physical assets.

Equipment manufacturers can only play a limited (but still important) role in developing maintenance programmes for new assets.

Maxim15 It is possible to find a quick, one-shot solution to all our maintenance effectiveness problems.

Maintenance problems are best solved in two stages: i) Change the way people think and ii) Get them to apply their changed thought processes to technical/process problem-one step at a time.


Applying the RCM process…..

Planning If correctly applied, RCM leads to remarkable improvements in

maintenance effectiveness and does so quite quickly. However, to obtain

such results it would depend on very careful planning otherwise there is

great waste of resources.

The key elements of the planning process are the

following: Decide which assets are most likely to benefit from RCM process, and if

so, exactly how they will benefit.

Asses the resources required to apply the process to selected assets.

In case where the likely benefits justify the investments, decide in detail

who is to perform and who is to audit each analysis, when and where, and

arrange for appropriate training.

Ensure that the operating context of asset is clearly understood.


Applying the RCM process…..

Review groups It is difficult for maintenance people to answer all the basic questions of

RCM. For this reason, a review of the maintenance requirement of nay

asset should be done by small teams which include atleast one person from

maintenance function and one from operation function. Seniority of the

group member is less important. It is important that the group have a

thorough knowledge of the asset under review and each group member

should also have been trained in RCM.

Facilitators

RCM review groups work under the

guidance of highly trained

specialist in RCM.


How RCM achieves its goals

RM ensures that operators:

1. Understand the asset’s function

2. Understand in what way it can fail to fulfill

its functions

3. Evaluate the consequences of a failure

Hidden failures

Safety & environmental consequences

Operational

Non-operational


Growing expectation of Maintenance

can be traced under three generations….. First generation : 1930-1950

Second generation : 1950-1975

Third generation : 1975-2002

Fix it when it broke

Higher availability

Longer equipment

Lower cost

Higher plant availability &

Reliability

Greater safety

Better product quality

Corporate citizenship

Longer equipment life

Greater cost effectiveness


Maintenance strategy

Maintenance

Preventive

Condition monitoring

Online, periodic, measures

Conditions acceptable?

Stop

Surveillance, IST, ISI, Visual

Periodic

Calendar or

operating hour

dependent

Corrective

Perform work planning on

equipment failure

Prioritize and

schedule work

Service equipment

Post maintenance

test

Acceptable YES

YES

NO

NO



In short…..

Maintenance

plan

On-Failure Predictive

Design Out Fixed Time



Maintenance Strategy

Equipment/

why it fails

On-Failure Fixed Failure Predictive Design Out

1) Failure Mode Equipment Analysis (FMEA) – Bottom up approach

System:

Sub System:

Function Functional

Failure

Failure

Mode

Effect of

failure

Proposed

task

Frequency To be

done by



2) Criticality Factor or RPN=

Frequency factor * Protection Factor * Severity Factor Where,

Severity Factor = (Scrap Rate Factor + Down Time Factor) * Safety Factor

Scrap Factor operator can recover the job - 1

Some processing is required - 2

Quality team actions are required - 3

Total loss of one item - 4

Total loss of more than one item - 5

Downtime Factor Less than 5 minutes - 1

Less than 30 minutes - 2

30 minutes to 1 hour - 3

1to 2 hours - 4

More than 2 hours - 5

Safety Factor This is very

subjective value

basically the effect

on the safety of the

machine or system

is graded from

1 (no safety

hazard) to

10 (immediate

threats to life)

Frequency Factor Once in two year or more - 1

Once per year - 2

Once per six months - 3

Once in three months - 4

Once per month - 5

Once per week - 6

Once per day - 7

Once per shift - 8

Once per hour - 9

Once per 5 minutes - 10

Protection Factor Current design will prevent cause of failure - 1

Current design will reduce impact of cause of failure - 2

Current design will not reduce impact of cause of failure, but will detect

and isolate fault - 3

Machine will stop but cannot isolate fault - 4

Machine will not stop but cannot isolate fault - 5

Machine won’t stop, will cause scrap and will present hazard to life - 6


46

MAN MATERIAL

METHOD MACHINE

2-Skill of Maintenance Crew

1-Skill of Operator

1- Skill of Operator

2-Skill of Maintenance Crew 2- Oil Quality

1-Suppliers delivery Late

1-Supliers delivery late

2-Oil Quality

2- Contamination of Oil

1-Maintenance Procedure too general

2-Contamination of Oil

1-Maintennace Procedure too general

2- Level Gauge Height Improper

3- Base Plate of Hydraulic Filter

1- Electronically Controlled Hydraulic Optrn 2- Level Gauge Height Improper

3-Base Plate of Hydraulic Filter

1- Electronically Controlled Hydraulic Optrn

Minor Problem Major Problem

Hydraulic

Pump

Failure


3) Cause & Effect Diagram – Top down approach

System: Excavator

Sub System: Hydraulic Pump



FTA symbols……

Top

Basic

And

Intermediate fault

Undeveloped

OR


Maintenance Optimization

A) Management approach and business culture:

i) Creating a positive work environment that promotes a learning

organization. This can be accomplished by:

a) Setting goals

b) Providing strong leadership

c) Promoting good communication

d) Clear roles and responsibility

e) Accountability

f) Providing means to learn from staff experiences.



Identifying work at

right time Prioritize Plan Schedule Performed Documented Reviewed

B) Maintenance Processes



C) People skills/ work

culture

Motivation

Qualified

Skilled work force

Safe environment



00.5

11.5

22.5

33.5

4SAFETY

POWER TRAIN

LUBRICATION

HYDRAULIC SYSTEM

FASTTNER

AUTO ELECTRICAL

INSTRUMATION

M/c PERFORMANCETEST

Skill Level Before Training

BM

Target

0

1

2

3

4SAFETY

POWER TRAIN

LUBRICATION

HYDRAULIC SYSTEM

FASTTNER

AUTO ELECTRICAL

INSTRUMATION

M/c PERFORMANCE TEST

Skill Level After Training

BM Actual Target

Conduct training to increase skill level continuously.

HR department access the different field employees of different

department by test and then arrange a training program as per requirement.

This is the example of skill level for hydraulic system to maintain it.



4) Technologies

Cost effective technologies that:

Maximize maintenance process efficiency.

Provides timely information on equipment conditions.

And capture lessons learned.

Add some technologies


Total Productive Maintenance (TPM)

- An Overview


A holistic Approach practicing in JSPL-Tensa


• TPM is a productive maintenance implemented by all employees in an organization.

• TPM involves everyone in the organization from operators to senior management in equipment improvement.

Total

All individuals in the organization working together

Productive

Production of goods that meet or exceed customer’s

expectations.

Maintenance

Keeping equipment and plant in good

condition at all times TPM

TPM


• Increase production quality.

• Increase job satisfaction.

• Using teams for continuous improvement

• Continuous process improvement

• Improve the state of maintenance

• Empower employees

• Avoid wastage in quickly changing economic environment.

• Producing goods with out reducing product quality.

• Reduce cost for production

• Produce a low batch quantity at the earliest time.

• Goods send to the customer must be non defective.

Goals

Why TPM?


To restructure the corporate culture through improvement of human resources and plant

equipment

Improve Human

resources

Improving Plant

Equipment

Improving the Corporate Culture

Educate and foster employees so that they can respond to the needs

Operator – Ability to perform Jishu Hozen

Maintenance Man- – Ability to perform High Quality

Maintenance

Production Engineer – Ability to execute maintenance-free

equipment plan

Attain Efficiency through revamping of the existing

equipment

LCC (Life cycle cost) – Considered design of new equipment

and minimizing their run-up time

Objective of TPM


PP

QQ

CC

DD

SS

MM

PRODUCTIVITY IMPROVEMENT PRODUCTIVITY IMPROVEMENT

REDUCTION IN NO. OF SPORADIC LOSSES REDUCTION IN NO. OF SPORADIC LOSSES

1.5 TO 2 times1.5 TO 2 times

1/10 to 1/2501/10 to 1/250

REDUCTION IN PRODUCT DEFECTS REDUCTION IN PRODUCT DEFECTS

REDUCTION IN MAINTENANCE COSTREDUCTION IN MAINTENANCE COST

REDUCTION IN PRODUCT INVENTORIESREDUCTION IN PRODUCT INVENTORIES

REDUCTION IN ACCIDENTS, ELIMINATION OF

POLUTION

REDUCTION IN ACCIDENTS, ELIMINATION OF

POLUTION

INCREASE IN NO. OF KAIZENS AND

EMPLOYEES SUGGESTIONS

INCREASE IN NO. OF KAIZENS AND

EMPLOYEES SUGGESTIONS

REDUCTION IN CUSTOMER COMPLAINTS REDUCTION IN CUSTOMER COMPLAINTS

1/101/10

1/41/4

30%30%

00

00

5 to 10 times5 to 10 times

TPM – Performance Metrics

Tangible Benefits – An Example


1) Achieving full self management –operators have ownership

of the equipment, They look after it by themselves without

direction.

2) Eliminating breakdowns and defects and instilling

confidence and can do attitude.

3) Making previously dirty, grimy and oily workplace

to clean, bright and lively workplace.

4) Giving plant visitors a better image of the company

and thereby winning more orders.

TPM – Performance Metrics

Tangible Benefits – An Example


Eight Pillars of TPM


Background (Problems as existed before PM)

Uncontrolled

Breakdowns

Poor Maintenance

skill

Not much

improvement in

repetitive failures

despite regular efforts

Maintenance cost

is high

Poor MIS

on Maintenance

Unable to focus

& improve preventive

& predictive maintenance

High Number of

Breakdown &

downtime


Aim of Planned Maintenance

Minimize breakdown

by accurate finding

of Root Cause &

Countermeasure

implementation

thereafter

Strengthen

Preventive &

Predictive

Maintenance

by

rationalization

efforts

To Improve

Maintenance

Skill

& Minimize

Maintenance

Cost

Achieve Zero Breakdown at Optimum Maintenance Cost

To improve

equipment

Reliability


6 Steps for Building PM System

Step –1 Evaluate equipment and understand situation

Step -2 Reverse deterioration and correct weakness

Step -3 Build an information management system

Step -4 Build a periodic maintenance system

Step -5 Build a predictive maintenance system

Step -6 Evaluate the planned maintenance system


1.Evaluate equipment and

understand situation

1. Prepare or update equipment logs

2. Evaluate equipment – establish evaluation criteria, prioritize

equipment

3. Understand situation – Measure, frequency, severity of

failures, MTBF, maintenance cost and breakdown

maintenance cost

4. Set Maintenance goals – indicators and methods of

measuring

5. Focus on providing more & more Nos. of Visual Controls for

ease in mtc. works.


Examples of Visual Control


Visual Controls to Facilitate PM

Activities


Step 2- Evaluate Equipment &

Understand Current Condition Creation & Maintenance

of equipment Ledger

Creation & implementation

of equipment evaluation

standards

Select PM equipment

Understand current situation

Set Maintenance Goals

Equipment Control Ledger

Evaluation chart for ranking

equipment

Equipment Maintenance Record

MTBF & MTTR

Process Capability Sheet

Check sheet for equipment current

status


MTBF & MTTR

MTBF – Mean Time Between Failures

Total time-Total Down Time Due To Break Downs

Number of breakdowns

As we do TPM, this should increase. Higher the value of

MTBF, Better is the health of Machine

MTTR – Mean Time To Repair

Total Down Time Due To Break Downs

Total Number Of Breakdowns

This should decrease with implementation of TPM. Lower is

The value of MTTR ,Better are the maintenances practices

/systems.


Sample Master Plan 02-03

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

08-0907-0803-04 04-05

6 Evaluation of

planned

maintenance

system

Evaluation of planned maintenance

system

Preparation of periodic maintenance

check sheets

5 Build a

predictive

maintenance

system

Introduction of predictive maintenance

equipments and their working

2 Restore

deterioration

and correct

weakness

3

Preparation of predictive maintenance

check sheets

Development of equipment budget

management system

Build an

information

management

system

Development of failure data

management system

Development of equipment

maintenance management system

4 Build a

periodic

maintenance

systemImprovement of shutdown mainteneace

efficiency

Selection of equipments for condition

monitoring

Evaluation of reliability and

maintainability

Enhancement of equipment life by

correcting weakness

06-07Activities

Setting of maintenance goals

05-06

Preparation of predictive maintenance

calender and execution

Preparation of periodic maintenance

calender and execution

Sr.

NO1

Prioritisation of machines

Understand situation ( no of failures

,cost , skill level)

Evaluation of overall cost reduction

Evaluate

equipment and

understand

current

situation

Prepare or update equipment logs.

Establlish basic conditions and reverse

deterioration

countermeasures against forced

deterioration.

countermeasures against repeat and

major failures.


Step 2- Restore Deterioration &

Correct Weakness

Restore Deterioration &

Establish basic Conditions

Eliminate Environment

Causing Forced Deterioration

Horizontal Replication of the

activities on similar failure areas

Correct Weakness &

enhance equipment Life (FMEA)

Clearly forecast problems


Why Why Analysis Example

WHY - WHY ANALYSIS SHEET ...-' .-'..,

Example - 1

Cylinder does not operate smoothly

Question Answer

What is your final action? Cleaning strainer

After cleaning strainer, is it OK Yes

ANSWER ACTION WHY

-

Why djd you clean Strainer was clogged Clean strainer

strainer

Why strainer was Oil was dirty Drain oil & clean the tank.

clogged -

Why oil was dirty Dirt entered the tank Prevent scattering of chips & cutting

fluid

Why does dirt get in Upper plate of tank has hole and Plug hole and gap \

gap

Why was hole made Repair error during maintenance Standardise repairs .-

'- work ./

,


MP Information Sheet


Step 3- Build an Information

Management System Build a Breakdown Data Management

System

Build Equipment Maintenance

Control System

Build Equipment Budget Control

System

Spare Parts Management

System

Drawing & Documents Management

Breakdown Data Management

System Flow Chart

Equipment Maintenance Management

System Flow Chart

Equipment Maintenance Report

Actual Maintenance Work Schedule Chart

Spares Part Management System Flow

Chart

Inventory List

Actual Usage of Spares Part Record

Equipment Inspection Schedule

•Equipment History Control System

•Maintenance Management

•Inspection Plan


Example of Maintenance Record


VED (Vital, Essential or Desirable )

Analysis For Spare Parts

Characteristics

Value Score

High (H) Medium (M) Low (L)

Stock Out

Situation

High

Reinstatement

Time (15 Points)

Moderate

Reinstatement

Time (10 Points)

Low

Reinstatement

Time (5 Points)

Procurement

Lead Time

A year or more

(15 Points)

6 Months to 12

months (10

Points)

Less than six

months (5 points)

Type of item

Drawing based

developed item(15

Points)

Standard item

but availability

uncertain (10

points)

Standard item &

availability certain

(5 Points)


VED Analysis for Spare Parts

Spare part is considered

Vital When the summation of

points is >/= 40 Must be available –

Insurance Item

Essential When the summation of

points is >/= 25 < 40

Stock maintained

through ordering

level

Desirable When the summation of

points is < 25

Stock nil , to be

procured based on

CBM reports.


Step4 – Build a Periodic

Maintenance System

Periodic Maintenance Preparation Activity

Build Periodic Maintenance Work

System Flow

Maintenance Plan

Preparation Of Standard Documents

Performance of periodical maintenance

& Strengthening the Control Over Contractors Work

Equipment & Area Selection


Step 5 – Build a Predictive

Maintenance System Introducing Equipment Diagnostic

Technology

Prepare Predictive Maintenance

Work System Flow

Practical Training on Predictive

Maintenance (OJT- Checking &

Trend analysis)

Developing Diagnostic Devices &

Diagnostic Technology

Selection of Equipment & Locations

Targeted for Predictive Maintenance


Step 6 – Evaluation of Planned

Maintenance System Evaluate Planned Maintenance System

Evaluation of Reliability

Improvement

Evaluation of Cost Reduction

Consolidate Planned Maintenance

Improvement on Condition Based Maintenance

Evaluation of Maintainability Improvement

Establishment & Improvement of Maintenance system


Role of PM Pillar Committee

• Benchmark ,target setting & Master plan of pillar • Train JISHU HOZEN on how to find an abnormality. • Facilitation for Preparation of JH Step 4 Manual for JH Teams • Guide JH team in preparation of CLIT sheets. • Preparation and implementation of TBM/CBM calendar. • Calculate MTBF, MTTR for the Section • Ensure Quality of Root Cause Analysis of Breakdowns • Monitoring Maintenance cost & its Details with respect to target • Documentation of OPL's, PM Kaizens in proper formats • Horizontal deployment of KAIZENS. • Standardization of maintenance practices across the plant • Facilitation for PM Pillar Meetings & review of PM Pillar

periodically


Kaizens


OPL (One Point Lesson)


Result

The tangible benefits are the following:

Maintenance resources are optimized.

Revised operating procedures for the operators of the

assets.

The emphasis on condition monitoring tasks ensures that

potential failures are highlighted before they become

functional failures.

Improvement in operating performance which is

enhancement of OEE.


Result


Result

Total Maintenance Cost of HEMM

381.85

338.50

152.22

58.79

120.00

0.00

100.00

200.00

300.00

400.00

2008-09(Benchmark)

2009-10 2010-11 2011-12 (UptoAug'11)

Target (2011-12)

Rs.

(in

Lakhs)

Total Maintenance Cost

2008-09 (Benchmark) 2009-10 2010-11 2011-12 (Upto Aug'11) Target (2011-12)


Result

Category Wise Maintenance Cost

126.52

109.56

83.85

26.84

105.14

114.03

50.01

16.86

113.47

83.53

14.43 11.67

36.73 31.38

3.93 3.41

0.00

20.00

40.00

60.00

80.00

100.00

120.00

140.00

2008-09 2009-10 2010-11 2011-12

Rs.

(in

Lakhs)

Dumpers Excavators Loaders Drill M/C


SL. NO. PERFORMANCE INDICATOR UNIT OF

MEASUREMENT BENCH MARK

(2008-09) ACTUAL

(2009-10) ACTUAL

(2010-11) ACTAUL(2011-12)

TARGET (2011-12)

1 M.T.T.R HRS./MONTH 5 6.59 4.47 6.26 2

2 M.T.B.F HRS./MONTH 423 484.3 620.63 633.54 600

3 COST/MT RS./MT 8.65 7.79 5.25 5.16 5

4 COST/RH Rs./Hr 607.25 587.14 487.51 469.74 450

Result

Performance of Dumpers


Result

Maintenance Cost of Dumpers

79.38

53.44

69.63

18.20

10.27

3.22 1.24

0.37

19.57 18.91

5.48 2.27

17.29

33.99

7.50 6.00

0 0 0 0.004 0.00

10.00

20.00

30.00

40.00

50.00

60.00

70.00

80.00

90.00

2008-09 2009-10 2010-11 2011-12

Rs.

(in

Lakhs)

Spare Parts Lube Oil Losses Preventive(Oil+ Filter) Tyre Electrode


Result


5

6.59

4.47

6.26

4

0

1

2

3

4

5

6

7

Hours

/Month

MTTR

2008-09(Benchmark) 2009-10

2010-11 2011-12(Upto August)

Target (2011-12)

423 484.3

620.63 633.54 600

0

100

200

300

400

500

600

700

Hours

/Month

MTBF

2008-09(Benchmark) 2009-10

2010-11 2011-12(Upto August)

Target (2011-12)


Result


8.65 7.79

5.25 5.16 5

0123456789

10

Rs.

/MT

Cost/MT

2008-09(Benchmark) 2009-10

2010-11 2011-12(Upto August)

Target (2011-12)

607.25 587.14

487.51 469.74 450

0

100

200

300

400

500

600

700

Rs.

/Hr.

Cost/Hr

2008-09(Benchmark) 2009-10

2010-11 2011-12(Upto August)

Target (2011-12)


Result

The intangible benefits are the

following:

In the process, participants learn

a great deal about how the assets

work.

They tend to function better as a

team.

Employees moral increased.

Improving productivity & cost reduction for open-pit mining through an effective safety program

Dealing with fatigue for load & haul operations- How do you create an effective fatigue management plan


Fatigue

It’s a physical condition that can result when an individual’s

physical or mental limits are reached.

This can happen due to:

i) Physical exertion

ii) Mental exertion

iii) Inadequate or disturbed sleep.

Managing fatigue is one of the components of overall

approach to fitness for work. The other include the

management of alcohol and other drugs and management

of medical conditions.

Fatigue is a recognized potential safety and health risk

factor and need to be managed and controlled.

It affects the physical level and social life.


Fatigue

It affects everyone, even the most professional and dedicated

people.

It is more than just a general feeling of tiredness

It is a loss of our ability to remain vigilant, to perform a given

task, to think clearly and logically and to react appropriately.

When we are tired we are more prone to mistakes

Fatigue is a significant concern for safety at work.


The Body Clock

The body clock (Circadian Rhythms) which repeats

approximately every 25hours, reflects various human functions

including body temperature variation, hormone production level

and natural period of sleep and wakefulness.


Shift work

Presently every 5th worker’s duty hour falls outside the

traditional 3-5 work day.

Shift workers and people who work long hours in nights or

irregular shifts, face different challenges than day work.

Shift work affects:

i)Alertness (develop fatigue)

ii)Sleep

iii)Health

iv)Family and social life


Alertness

Human alertness has a daily rhythm.

High during daytime.

Low during night time.

Typically we have two peaks and two valleys of alertness

each day.

High alertness

Moderate alertness

Low alertness


Fatigue Cycle & Consequences

Shift work Break in Circadian rhythm Fatigue

Micro sleep & ABS Mistakes

Loss/injury/

deterioration

of health

Potential situation

for accident/incident

It is a brief,

involuntary, lapse into

sleep that can last 2

to 15 sec.

Typical symptoms:-

Heavy eyelids

Slow blink rate

Interruption in

thought and behavior.

Unable to respond to

changing condition

A rate of reduced

alertness

Typical symptoms:-

Brain is on auto pilot

while both eyes are

open but are fixed in

blank stare.

Can perform purely

routine tasks

Unable to respond to

changing conditions


Sign of Fatigue

Sleepiness/difficulty in keeping eyes open.

Excessive yawning

Blurred vision/loss of focus

Irritability

Becoming quite and more withdrawn

Inability to concentrate

Inability to remember what you did in last 5minutes

Lack of motivation to do the task well.


Long Term Effect of Fatigue

On Health:-

Gas/ intestinal disorder

Cardiovascular disease

On social & family life:-

Less time available for social get together.

Separation with family- pressure in relationship.


Evolution of Fatigue Risk

Management system

Key Characteristics:-

a) Science based: Supported by established peer-reviewed science.

b) Data Driven: Decision based on data collection.

c) Cooperative: Designed together by all stake holders.

d) Fully Implemented: System wide use of tools, systems, policies,

procedures.

e) Built into the corporate safety & health management systems.

f) Continuously Improved: Progressively reducing risk using

feedback, evaluation and modification.

Budgeted: Justified by an accurate ROI business case.

Owned: Responsibility accepted by senior corporate leadership.


The rise and limits of Hours of Service Regulation

•Industrialization and 24/7 work schedules following Edition’s

commercialization of electric light, in 1882, the fatigue caused

by working long hours around the clock become a social

issue.

•In 1900, work hour regulation and laws, and the concept of

hours of service regulation emerged.

•Regulatory limits on work/duty duration and minimum of off

duty time duration witnessed in mid 20th century.

•Indian Mines Act limits on working hrs and off days

1.

2. FROM MINES RULE

3.

• In essence, concept of hours of service regulation

resulted in prescriptive model.


Assumption of the model

Most of the risk fatigue could be addressed by simply

placing limits on the number of hours worked in a specified

time period and providing for a minimum numbers of hours of

rest

The time of day or night of work, or the 24 hour clock time of

work and rest pattern over a period of days, were not part of

the equation.

Resultant: It was simply seen as compliance as the measure

of success rather than any output variables (such as fatigue

levels, fatigue related accidents)


Development of scientific concept of FRMS

Research work conducted in 1970’s electrophysiology of

sleep and biological clock resulted in interesting finding on

determinant of sleep

1. Homeostatic component related to the time spent

awake and accumulated sleep-deprivation.

2. Circadian component related to time of day of the

individual’s biological clock

In 1980’s it became apparent that underlying assumption

of hours of service regulation were severely flawed.


Conclusion of research

Employee could be fully complaint with hours of service

but highly fatigued.

Conversely could be non compliant and fully alert and

safe.

Most significant factors influencing employee fatigue were

not addressed.

Circadian times of work

Sleep opportunity

Consecutive numbers of hours awake


Industrial application of Circadian Sleep Science

Preslon Richey, Production Manager,Great Salt Lake Minerals and

Chemical Company, 1980, Ugden, Utah.

I. Round the clock working

• Harvesting of salt from solar evaporation ponds

II. Loading by wheel loader and transporting through trucks 24X7

III. 100’s of worker facing sleep disorder

Solution: Bio-compliable shift scheduling clubbed with tracing program on -

I. Sleep

II. Food habits

III. Health checkups

Results:-

Productivity increase by 22 %

Alert workforce became more efficient.

Sustained productivity years after year verifying that it was not a

“Hawthorne effect”


Key causes and intervention for assuring

optimal operator alertness

Assuring optimal operator alertness

Management restructuring

Management attitude &

culture Training & communication

Operator attitude

Hiring & qualifying

Staffing

Overtime policy & practices

Operator physiological

state Shift

Schedule

Increased alertness promoting factors &

procedures

Plant Environment

Review & restructure

work responsibility

Work load

Corrective action

procedure

Operator behavior


Circadian Alertness Simulator (CAS)

Fatigue Risk Model – CAS

Inputs

Duty hours

Rest hours

Shift schedule

Output

Sleep prediction when actual sleep is

unknown

Fatigue Risk Score

1. From 0 – 100

2. Minimum – High risk

Distribution of CAS

fatigue risk scores


Risk-Informed performance-based Fatigue

Management

Typically road truck driver will be having a fatigue score of 40

~ 45; as the score rises, accident risk increases exponentially.

FRMS must be designed and maintained as a continuous

improvement system, not merely as a reaction to a crisis.

Actual Duty-Rest Schedule

CAS Fatigue

Risk Model

Manager &

Employee

Feedback

Loop


Integration with Safety Management System

As described in Reason’s 1990 book

Human Error, most industrial accidents

are the result of multiple latent points

of system failure and not just the

immediately obvious active error of the

human at the controls.

Every level of organizational

defense against potential hazards

has holes in it.

Accident occurs when the holes

line up that a pathway.

These slices of cheese, which

Reason calls “defenses in depth,”

operate at different levels of

control.

Summarized as

i. Organizational Factors

ii. Local Workplace Factors

iii. Unsafe Acts


Fatigue Root Cause Analysis

The five major lines of defense used in designing and implementing a Fatigue

Risk Management System and the feedback loop which analyses fatigue-

related errors & incidents and strengthens defenses to ensure the FRMS is

risk-informed, performance-based, and continuously improved.


Best Practices in FRMS Implementation

1. Workload-staffing balance

2. Shift or duty-rest scheduling

3. Employee fatigue training & sleep disorder management

4. Workplace environment design Key factors:

• Intensity and wavelength of lighting

• Sound levels, temperature and humidity

5. Alertness monitoring & fitness for duty


Combating Fatigue

There are tools that can help you combat fatigue.

Caffeine can increase alertness and performance. It

works quickly and the effect last at least for two- three

hours.

Taking a walk during your break.

Listening to Radio- Music.

Talking with your co-workers may help maintain your

alertness as well.


Stages of Sleep

Sleep is essential to good health and performance. It restores

energy and enables the body to repair itself, helps the immune

system operate at its best to ward off illness, and plays an

important role in our mental well being and memory retention.

Sleep can be divided into 5 stages.

Stage 1 and 2 are light sleep, while Stage 3 and 4 are deep

physical restorative sleep. Deep sleep is when our hormones are

released to restore our bodies. REM Sleep, which stands for

Rapid Eye Movement, is the time when we dream. REM Sleep is

very important to our well being and our ability to learn.

A complete sleep cycle , consisting of light, deep and REM sleep,

last approx. 90 minutes. During a good night’s sleep, we will

complete 4 to 5 of these 90 minutes sleep cycles.

Sleep graph


Day Time Sleep

• Typically shorter

• Lower quality

• Takes longer to fall asleep

• We wake more often

• Can be disrupted more easily by light and noise

• It is out of synch with our bodies’ natural rhythms, it has

less deep and REM Sleep, as a result less restorative.

• This means we may still feel fatigued despite having slept

for 5 to 6 hrs.


Getting Better Sleep

A) Environmental Factors

Light: As dark as possible

Noise: Avoid loud, intermittent or irritating noises,

develop soft soothing noise, “White Noise”.

Temperature and ventilation: 20-23 Degree Celsius

in Tropical Environment. 15-18 Degree Celsius in

Cold Environment



B) Substances and medication

Caffeine: This stimulus increases alertness and energy levels, but

as a result can also disrupt sleep and REM Sleep. Heavy Caffeine

users often have less deep and REM sleep. So their sleep is of

poor quality and is fragmented by frequent awakenings. Excessive

Caffeine can also cause severe gastrointestinal problems, which

compounds sleep problems.

Alcohol: It may help us fall asleep, but alcohol actually makes

sleep less restful and restorative because it reduces the amount of

REM sleep and increases the amount of light sleep and

awakenings.

Sleeping Pills: While they may be useful for treating insomnia,

sleeping pills are not a long term solution. Please consult you

doctor if you want to try sleeping pills. NEVER MIX SLEEPING

PILLS WITH ALCOHAL



Non-Prescription Sleeping Aids: These sleeping aids such

as allergy medicine, may useful for occasional difficulties, but

SHOULD NOT BE USED EVERYDAY AS PART YOUR SLEEP PLAN.

C) Additional Tips A number of natural substances exist that may help you fall

asleep:

i) Milk

ii) Decaffeinated herbal teas such as chamomile, and herbs

like kava, valerian, tulsi.

iii) Follow strict bedtime routine. By doing things on regular

basis our bodies become trained to follow specific series

of events.


Sleep Management

The first two night shifts are usually the most difficult.

Therefore , start adjusting to these night shift in the last

couple of days off. Try going to bed later at night ( at about

2:00 a.m.) and rising later in the morning ( around 10:00 a.m.)

Once you are in the middle of the streach of night shifts, wear

dark sunglasses on your commute home to avoid sunlight, try

and go to bed as soon as possible after your shift.

Eat a light breakfast before sleeping so don’t wake up in the

middle of sleep due to hunger.

Try to get at least five hours of sleep after the shift and

Take a nap just before going to work.


Managing Health

If you fail to properly manage your life style , working irregular

hours can pose a risk to your health. Shift workers are more likely

than daytime workers to smoke, drink too much coffee and

experience stress. These are all risk factors for heart disease, high

blood pressure and gastrointestinal problems.

Stress : Caused by

– Adopting working nights

– Disruption of body rhythms

– Balancing family and social activities

Stress can be reduced by

– Exercising

– Avoiding excessive amount of toxins and stimulants, such as

alcohol and coffee

– Slowing down the extra activities


Managing Health

Diet

Most of the gastrointestinal problems that shift workers

experience are result of eating wrong food at wrong time. At

night, the stomach does not expect to digest food. And

therefore, its digestive capabilities are reduced. This can result

in heartburn , stomach upset and ulcers.

Avoid taking fatty , red meats and high fat foods such as

potato, dairy products, spices food, excessive coffee or tomato

juice in night shift


Health Foods

Eat small portions of healthier foods such as,

Complex Carbohydrates:

•Whole grain bread/ Roti, and breakfast cereal like cornflakes

and oatmeal

•Fruits and Vegetables

Low fat proteins:

•Lean meat skin less chicken and fish

•Soybeans, tofu and beans

•Skim low fat milk or cheese product


Exercise

• Exercise can have tremendous health benefits.

• Most of the advantage comes from temporarily elevating your

heart rate for 20-30 minutes several times a week.

However,

• Complete fitness is a balance between cardiovascular fitness,

flexibility and strength.

• It improves physical fitness, energy and self esteem while

reducing stress.

• In addition, exercise helps you asleep faster and sleep longer,

and it improves sleep quality.


Conclusion

Recent general acceptance of FRMS as the standard for

managing and mitigating employee. Fatigue risk represents a

significant maturation in understanding of and response to this

risk.

There is much work to be done in moving from dependence

on the old and familiar perspective hours of service rules to a

process that requires active management but also provides

more flexibility.


10 Messages to Motivate Sleep

1) Sleep keeps your heart healthy

2) Sleep may prevent cancer

3) Sleep reduces stress

4) Sleep reduces inflammation

5) Sleep makes you more alert

6) Sleep bolsters your memory

7) Sleep may help you lose weight

8) Naps make you smarter

9) Sleep may reduce your risk for depression

10) Sleep helps the body make repairs

Haul truck safety & productivity- Wide ranging approach to vehicle safety


Fatalities Scenario

85

15

Fatalities in Surface Mines

Other fatalities

Haul truck fatalities

60

40

Factors in haul truck accidents

Mechanical problem + Lack oftraining

PPEs misuse + Road berm problem +Lack of communication + Fatigue


Haul truck safety equipments

AUDIO VISUAL

ALARM

BLIND SPOT

MIRROR

REAR VIEW MIRROR

AUTOMATIC FIRE

SUPPRESSION SYSTEM

WHEEL STOPPER

REAR VISION CAMERA WITH CABIN

SCREEN

TURBO CHARGER GUARD


Haul truck safety equipments

TAIL END GATE

AIR CONDITIONER

HAND FREE WIRELESS SYSTEM

Traffic circle

CONVEX MIRROR & SOLAR DELINEATOR

Promoting safe load & haul operations among all stakeholders


Who are the stake holders of mines

Employees

Contractors

Families

Management

Community

Share holders

Competitors

Government/statutory bodies

Suppliers

Participating & propagating safe load & haul operations through:

Vocational training

On-site training

OEM training program

SHE pillar activities

Departmental daily meeting

Health awareness program

Safety indicators indices

Inclusion of indicators in bottom line

Safe operating procedure (SOP)

Work instruction

Safety reporting

Safety audits

Safety rewards & recognition

Vocational training

On-site training

OEM training program


Departmental daily meeting

Health awareness program

Safety rewards & recognition

Safety reporting

Safety audits

Club activities


Health awareness

program

Club meeting

SHE pillar meeting

Safety budget

CSR activities

Health awareness camps

Educating community

Awareness programs

regarding potential hazards

& risks in mining practices

Developing safety budget

Company magazine

Rewards & recognition to

company for safe operations

Seminars & conferences

CSR

Tripartite safety committees

Certificates like ISO

Policies like TPM

Annual safety

week

MEMC week

Safety

competitions

Safety dramas

Safety posters

Safety slogans

Safety films

Magazines


Result

The tangible benefits are the following:

Maintenance resources are optimized.

Revised operating procedures for the operators of the

assets.

The emphasis on condition monitoring tasks ensures that

potential failures are highlighted before they become

functional failures.

Improvement in operating performance which is

enhancement of OEE.


Result


Result

Total Maintenance Cost of HEMM

381.85

338.50

152.22

58.79

120.00

0.00

100.00

200.00

300.00

400.00

2008-09(Benchmark)

2009-10 2010-11 2011-12 (UptoAug'11)

Target (2011-12)

Rs.

(in

Lakhs)

Total Maintenance Cost

2008-09 (Benchmark) 2009-10 2010-11 2011-12 (Upto Aug'11) Target (2011-12)


Result

Category Wise Maintenance Cost

126.52

109.56

83.85

26.84

105.14

114.03

50.01

16.86

113.47

83.53

14.43 11.67

36.73 31.38

3.93 3.41

0.00

20.00

40.00

60.00

80.00

100.00

120.00

140.00

2008-09 2009-10 2010-11 2011-12

Rs.

(in

Lakhs)

Dumpers Excavators Loaders Drill M/C


SL. NO. PERFORMANCE INDICATOR UNIT OF

MEASUREMENT BENCH MARK

(2008-09) ACTUAL

(2009-10) ACTUAL

(2010-11) ACTAUL(2011-12)

TARGET (2011-12)

1 M.T.T.R HRS./MONTH 5 6.59 4.47 6.26 2

2 M.T.B.F HRS./MONTH 423 484.3 620.63 633.54 600

3 COST/MT RS./MT 8.65 7.79 5.25 5.16 5

4 COST/RH Rs./Hr 607.25 587.14 487.51 469.74 450

Result



Result

Maintenance Cost of Dumpers

79.38

53.44

69.63

18.20

10.27

3.22 1.24

0.37

19.57 18.91

5.48 2.27

17.29

33.99

7.50 6.00

0 0 0 0.004 0.00

10.00

20.00

30.00

40.00

50.00

60.00

70.00

80.00

90.00

2008-09 2009-10 2010-11 2011-12

Rs.

(in

Lakhs)

Spare Parts Lube Oil Losses Preventive(Oil+ Filter) Tyre Electrode


Result


5

6.59

4.47

6.26

4

0

1

2

3

4

5

6

7

Hours

/Month

MTTR

2008-09(Benchmark) 2009-10

2010-11 2011-12(Upto August)

Target (2011-12)

423 484.3

620.63 633.54 600

0

100

200

300

400

500

600

700

Hours

/Month

MTBF

2008-09(Benchmark) 2009-10

2010-11 2011-12(Upto August)

Target (2011-12)


Result


8.65 7.79

5.25 5.16 5

0123456789

10

Rs.

/MT

Cost/MT

2008-09(Benchmark) 2009-10

2010-11 2011-12(Upto August)

Target (2011-12)

607.25 587.14

487.51 469.74 450

0

100

200

300

400

500

600

700

Rs.

/Hr.

Cost/Hr

2008-09(Benchmark) 2009-10

2010-11 2011-12(Upto August)

Target (2011-12)


Result

The intangible benefits are the

following:

In the process, participants learn

a great deal about how the assets

work.

They tend to function better as a

team.

Employees moral increased.


What finally we achieved

Greater safety and

environment integrity

Improved operation

performance (output, availability,

utilization, OEE, product quality,

customer service)

Greater maintenance cost

effectiveness

Longer useful life of expensive

equipments

A comprehensive database

Greater motivation of

individuals

Better teamwork. Strength of HEMM

Mines Top View


Thank you


Abbreviations Used MTBF: Mean Time Between Failure

MTTR: Mean Time To Repair

CM: Condition Monitoring

CBM: Condition Based Monitoring

OEE: Overall Equipment Effectiveness

PE: Production Efficiency

R(t): Reliability of a system

exp: exponential

DOFR: Design Out For Repair

RCM: Reliability Centered Maintenance

KPI’s: Key Performance Indicators

SSCs: Structures, Systems & Components

PM: Preventive Maintenance

SRCM: Streamlined Reliability Centered

Maintenance

PdM: Predictive Maintenance

CMMS: Computerized Maintenance Management

System

FMEA: Failure Mode Equipment Analysis

RPN: Risk Priority Number

FTA: Failure Tree Analysis

TPM: Total Productive Maintenance

VED: Vital, Essential & Desirable

HEMM: Heavy Earth Moving Machinery

CSR: Corporate Social Responsibility

LCC: Life Cycle Costing

JH: Jishu Hozen

PM Pillar: Planned Maintenance Pillar

SHE Pillar: Safety Health & Environment Pillar

CLIT: Cleaning Lubricating Inspecting Tightening

OPL: One Point Lesson

MIS: Management Information System

ABS: Aberrant Behavior Syndrome

ROI: Return On Investment

CAS: Circadian Alertness Simulator

FRMS: Fatigue Risk Management System

PPEs: Personal Protective Equipments

SOP: Standard Operating Procedure

OEM: Overall Equipment Manufacturer

ISO: International Organization for Standardization

MEMC: Mine Environment & Mineral Conservation

Ltrs: Litres

FY: Financial Year

RH: Running Hour

Hr.: Hour

Rs.: Rupees

MT: Metric Ton

No.: Number

B/D: Breakdown

Sl.No.: Serial Number

three papers presented in load & haul asia 2011

Engineering