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Explaining the Problem

DEVELOPMENT OF THE ABM25 POST CRINUM March 2007 Doing the basics better - West Wallsend, Crinum and Ulan. Explaining the Problem. XCN Development losses. Development performance is affected by Cut Rate and Cut Hours (uptime opposite to delays)

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Explaining the Problem

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  1. DEVELOPMENT OF THE ABM25 POST CRINUMMarch 2007Doing the basics better - West Wallsend, Crinum and Ulan.

  2. Explaining the Problem • XCN Development losses. • Development performance is affected by Cut Rate and Cut Hours (uptime opposite to delays) • Development delays are generally 1/3 Engineering and 2/3 Operational – Mine affected. • XCN 2006 at a 10% reduction in Engineering delays at our average rate would have realised an additional 1089m. • XCN 2006 at a 10% reduction in Operational delays at our average rate would have realised an additional 2880m. • XCN 2006 at a 10% increase in development rate based on average 2006 rate would have realised 6200m.

  3. Understanding the basics • What should our focus be on ? • Correct all of them but the biggest bang for the buck is anything that assists Productivity or Process control. • Ergonomics is no longer a dirty word because it contributes to productivity. • The rest of this presentation involves the little things that can improve the machines productivity and uptime.

  4. CHANGE AGENTS • The West Wallsend, Crinum and now even the Ulan machines have delivered on best practice with operator interaction. • The Industry is indebted • to the industry champions who are made a difference on our behalf. • and to the Suppliers who have partnered them in delivering such a quality outcome. • CHRIS GEARING: • ALAN BRUCE • ULAN DEVELOPMENT TEAM

  5. IMPROVING UPTIME

  6. DEVELOPMENT DELAY CONUNDRUM hrs OPTIMUNM MACHINE CUT TIME 24 22 20 18 16 14 12 10 8 6 4 2 0 Travel Time Crib Time Best Practice could realise 15.9 hrs/ day ENGINEERING DELAYS LOST OPPORTUNITY FOR OTHER WORK OPERATIONAL DELAYS CUT TIME BP (++) AVE SEQ MVE AVE CUT TIME (+) What was the best in 2004 is now the average across our sites

  7. What factors affect Uptime XCN experience ELECT C CONTROL CA BLES HOSES BOLTER M HOSES HYD

  8. Benefit of focus on Uptime • XCN Hydraulic Delays • XCN has commenced on a program of eliminating hydraulic delays.

  9. Engineering - Area of focusHydraulic Hoses

  10. Engineering - Area of focusHydraulic Hoses

  11. Benefit of focus on Uptime • XCN Bolter experience

  12. Engineering - Area of focusRoof Bolter Systems

  13. Engineering - Area of focusRoof Bolter Systems

  14. Improving Machine Productivity • These factors assist in consistently being able to achieving 10 min cycles. • Assist with repetition. • Automated functions build into operating parameters. • Hydraulic controls easily accessible and clearly marked. • Consumables generally at the finger tips. • Plenty of room to step back and observe. • Area lighting makes the process easy to see. • Platform height adjustable to operator needs. • If only we could get the drill, the chemical and the bolt to go in by themselves it would almost be perfect.

  15. IMPROVING PRODUCTIVITY

  16. DEVELOPMENT PRODUCTIVITY CONUNDRUM m/hr 6.0 5.5 5.0 4.5 4.0 3.5 3.0 2.5 2.0 1.5 1.0 0.5 0.0 GOOD PROCESS CONTROL OPTIMUNM MACHINE CUT RATE LOST OPPORTUNI TY OPERATOR COMPETENCE BASE MANNING CREW MOTIVATION POORER PROCESS CONTROL SUPPLIES/ SERVICES VENT TUBES ROADWAY CONDITIONS Budget needs WHEELING ACTIVITIES COAL CLEARANCE SYSTEM MATCHED EQUIPMENT HOW WELL DO YOU CONTROL YOUR PROCESS ? CURRENT RATE

  17. Improving Productivity • What is productivity – The interaction between man and machine to deliver a desired output. • Why do we never deliver what the theorists believe is possible ? • It seems easier to question why our people don’t deliver what the expectation are ! • It is much harder to do something positive towards rectifying the differences. • It amazes me that you talk with two different groups, one management and one workforce and hear two diametrically opposed views on who is to blame for lack of performance. Maybe we should sit back and listen to both groups point of view.

  18. Improving Productivity • Points to consider when delivering Productivity Improvement • Focus on people • Make sound engineering solutions available. • Kick a little O.E.M butt, demand only the best. • Consult with the end users, as they are the ones who have to make it work. • Don’t over look the simple things often they make a significant difference. • Make yourself think outside the box, when it come to improvement. • Simple does not always deliver the best outcome.

  19. Improving Machine Productivity • What has been achieved with the ABM25 machine layout and MDG35 Bolter solutions. • Improved working area, including adjustable height • Improving access and egress • Improving consumables access • Improving control layout and handle shapes • Improving operator control panel interaction • MDG35 compliant controls assists repetition. • Minimisation of Bolter Hoses. • Auto cutting cycle being introduced to Ulan. • Supply POD layout to make it easier for operators to access supplies. • Lighting improvements essential part of the changes. • Noise reduction

  20. Improving Machine Productivity

  21. Improving Machine Productivity

  22. More Machine Productivity • XCN WAITING for Push Button control technology to be proven with the ABM25, clearly it is the future. • Ulan introducing auto cut cycle as primary means of cutting. • NEXT CHALLENGE • LOOKING at feeding cable bolts under the platform via feed rollers and deliver the cable bolt to the drilled hole.

  23. DEVELOPMENT IMPROVEMENT BEST PRACTICE REQUIRES TENACITY

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