Engineering & Mining Journal

JUN 2019

Engineering and Mining Journal - Whether the market is copper, gold, nickel, iron ore, lead/zinc, PGM, diamonds or other commodities, E&MJ takes the lead in projecting trends, following development and reporting on the most efficient operating pr

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Page 94 of 115

JUNE 2019 • E&MJ 93 OPERATING STRATEGIES i.e., stable, predictable processes to drive improvement. XManage the critical path – they always fi nd that evaluating critical path tasks for improvement opportunities delivers value. This includes ensuring near-criti- cal path tasks are identifi ed and com- municated with work groups, so they un- derstand how close they are to moving on to the critical path if delays occur. XEngage senior management – it is es- sential that senior management are across the development process and have visibility of progress. XHero discipline – a great management framework will always fail if there is a lack of discipline around process com- pliance. Particularly due to the intensity noted earlier, shutdowns demand disci- pline to ensure initiation, planning and scheduling are delivered to the required standards at the required times. XEmbed business improvement tech- niques – from advanced work scoping to quick changeover techniques, there is plenty of gain to be found in applying known, proven improvement techniques. XTrack process, not just readiness – shut- downs generally measure readiness, but they highly recommend visually tracking all process milestones. This includes the effective closeout and capture of learnings for ongoing improvement. XUse data – shutdown development generates huge volumes of data. Don't miss the opportunity to use that data to ensure performance hurdles are man- aged and, more broadly, to predict the likelihood of success. When plant uptime is at a premium, improved shutdown management is of high value. Specialist support defi nitely fast- tracks progress, and an independent per- spective is powerful, but the strategies not- ed here can be tackled by project teams as a simple roadmap for improvement. Then, it comes down to how one supports ongoing improvement in shutdown performance. Andrew Attrill is a director of Minset, a heavy-industries business improvement service provider based in Queensland, Australia. He has held maintenance and engineering management roles in own- er-operator environments, and senior con- sulting roles. His operational experience covers mining, processing, port and rail facilities, focused on asset, maintenance and shutdown improvement. Finding the Right Tool Can Trim Repair Time and Cost Top-notch maintenance planning requires attention to comprehensive scheduling and manpower allocation, but other sig- nifi cant elements need to be considered as well. For example, simply having the most effi cient tool for the job available on-site, or knowing which product ven- dor or service contractor to bring in to perform non-routine, critical repairs and procedures involving unique conditions or specialized tools. Situations requiring these types of decisions span the range of equipment from the largest to the small- est. Here are a couple of examples illus- trating the scope of available solutions. Safely Splitting a Rope Shovel In 2018, Elko Wire Rope, a supplier of manufactured rigging products for the mining industry, was seeking an innovative solution for an upcoming shovel undeck- ing project for their customer, Asarco LLC, that would take place at the Ray Complex copper mine site in Kearny, Arizona.

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