Daily Work Schedule Essential For Maintenance Productivity

Surface mining, from ore extraction to processing, requires many types of equipment to obtain the final product. Mine equipment often includes shovels, drills and haul trucks. Ore processing equipment, including plants, mills and concentrators, are also part of surface mining operations. Surface mining operations emphasize production. Production is where the bills are paid and fortunes are made. However, there must be support to keep the equipment operational. To most production people, equipment maintenance is a necessary evil. Maintenance is not glamorous work. It is often neglected when praise is being passed around. It is easy to recognize higher production, greater capacities, faster cycle times or more loads hauled. But who cares if an engine is replaced in 12 hours instead of 48? The answer is, everyone should - from the hourly miner to the mine manager. Surface mining equipment needs constant maintenance work. It must be lubricated, components replaced, electrical problems repaired and other problems addressed. Repair work for any surface equipment takes time away from production. It costs money. Maintenance costs cannot be avoided. However, they can be minimized. Minewide communication should include operations cooperating with maintenance. Traditionally, operations resist surrendering equipment to maintenance if it can continue to produce. The rationale is, every load that can be hauled today is money in the bank. If the unit is taken down, the money is lost. This thinking is prevalent in many surface mining areas, including the mill. "Not on my shift," the operator thinks. "Let the next crew worry about it. The problem with this thinking is in probability and statistics. The longer equipment goes without maintenance work, the higher the probability of equipment failure. When the failure does occur, it is certain to cause the equipment to remain down longer than if the maintenance department had been allowed to take it down. Many mining operations have closed early in their lives because of poor maintenance practices. This has become the industry standard because substandard levels of performance are acceptable. Management believes it gets five to six hours of work from maintenance people during an eight-hour shift. Actually, the industry average is less than two hours of work per shift. Real productivity levels of less than one hour are not unusual. There are few exceptions. However, a daily work schedule (DWS) will increase productivity at many properties by 50% to 100%. A 200% improvement is not unusual. The DWS will work. Maintenance people are among the most intelligent and motivated people on the property. They deserve the chance to be productive. [ ] In preparing a DWS, management needs to understand two productivity principles - the productivity spread and the real maintenance workday.