Taking Control Underground
2015: ISSUE 11
A publication of Caterpillar Global Mining
CAT DEALER IMPLEMENTS DEFINED MAINTENENCE AND REPAIR PROCESSES Customers will realize the benefits
CAT® DOZER DELIVERS 20 YEARS OF RELIABLE SERVICE IN COAL-RICH MONGOLIA
REBUILT CAT® PLOW HELPS PINNACLE MINE BREAK WORLD RECORD FOR PRODUCTION
GLENCORE TAKES MAINTENANCE TO A NEW LEVEL TAKING CONTROL UNDERGROUND
OVERCOMING PRECONCEPTIONS ABOUT AUTOMATED HAULAGE
IMPROVING SAFETY THROUGH TECHNOLOGY: Fatigue & distraction management Wherever there’s mining, we’re there. For the past four years, that has been our rally cry and our promise to our customers. In times of prosperity, when increasing productivity is the top • We highlight our commitment to safety and priority, and in times of uncertainty, when lowering how we’re there with technologies, consultative costs is the goal — we’re there to be a partner to expertise and an understanding of data with this important industry. an in-depth article on fatigue and distraction We’ve developed this issue of Viewpoint to management. showcase that promise in a multitude of ways. • We demonstrate how Cat dealer Trakindo is • We show how Caterpillar and Cat® dealers there to help customers get the most from their Finning S.A. and Toromont were there to help machines by following all 10 of the defined our customer Glencore adopt contamination Caterpillar maintenance and repair processes. control best practices—and reap the rewards We also demonstrate “we’re there” through this financially as well as through improvements in magazine, which we produce to help our mining safety and site culture. customers learn from Caterpillar, Cat dealers and • We prove that we’re there for underground each other how to succeed in this industry. Soon mining operations by showcasing dealer Carter we’ll be offering even more opportunities to learn Machinery, which provided a full plow rebuild to through ViewpointMining.com, our online version Cliffs’ Natural Resources’ Pinnacle mine within of the magazine that will feature additional content weeks of taking on the former Bucyrus product and new articles on a more frequent basis. line. That same plow was later used to break a Thank you for giving us the opportunity to share world production record. these stories with you. We’re looking forward to • We prove our commitment to quality and many more opportunities to demonstrate our highlight our dealer Wagner Asia, who was there commitment in the years to come. to help a dozer in Mongolia achieve greater than a 20-year life.
• We show that we’re there with expertise beyond Chris Curfman the iron, with an educational article on the change PRESIDENT management required with the implementation of MINING SALES & SUPPORT DIVISION an autonomous haulage system.
TAKING CONTROL UNDERGROUND EDITORIAL BOARD: Tony Johnson, Editor. David Edwards, Safety & Sustainability. Viewpoint is a publication of Caterpillar, producer Sean Gladieux, Product Support. Tim Siekmann, Product Support. of the mining industry’s broadest line of surface Cara Barrick, Product Support. Bill Dears, Technology. Mindy Elsasser, and underground equipment and technologies. Technology. Kent Clifton, Applications. Charlie Zimmerman, Marketing. Caterpillar is headquartered in Peoria, Illinois, Mike Lisowski, Americas North. Mark Richards, Americas South. USA, and serves the mining industry through Dan Wyatt, Asia Pacific.Martin Gill, Europe, Africa, Middle East, India. its Caterpillar Global Mining organization. Mary Wang, China. Mike Unes, Global Accounts. Chantel Jones, Surface Product Marketing. Wrenn Miles, Underground Product Marketing. Converse Marketing, Publisher.
c Caterpillar Global Mining / Viewpoint / issue 11 TABLE of CONTENTS
PINNACLE MINE BREAKS WORLD RECORD FOR PLOW PRODUCTION 24
Fatigue and distraction management IMPROVING SAFETY THROUGH TECHNOLOGY AND CONTINUOUS IMPROVEMENT 30 CAT® DOZER DELIVERS 20 YEARS OF RELIABLE SERVICE IN COAL-RICH MONGOLIA 2 CAT DEALER IMPLEMENTS DEFINED MAINTENANCE AND REPAIR PROCESSES CUSTOMERS WILL REALIZE THE BENEFITS 40
Change management makes the difference OVERCOMING PRECONCEPTIONS ABOUT AUTONOMOUS HAULAGE 18
GLENCORE MINE TAKES MAINTENANCE TO A NEW LEVEL TAKING CONTROL UNDERGROUND 6
» THIS SYMBOL MEANS THERE IS ADDITIONAL CONTENT ON VIEWPOINTMINING.COM MINING FOR A BETTER WORLD 50 NEWS FROM CATERPILLAR 53
Caterpillar Global Mining / Viewpoint 1 CAT® DOZER DELIVERS 20 YEARS OF RELIABLE SERVICE IN COAL-RICH MONGOLIA
In 1993, a Cat® D8N Dozer went to work at the Shivee-Ovoo mine in a coal-rich region of Mongolia, where the temperatures drop well below zero during a winter that sometimes lasts six months. More than 20 years later, the mine continues to operate, the winters remain harsh—and that Cat Dozer is still working. Located between Russia and China, Mongolia has the potential to be one of the most prosperous mining regions in the world. With its rich deposits of coal, iron ore, copper, gold and uranium, which are often located close to the surface, the country could almost be called a miner’s paradise. The only drawback is the harsh winter climate, when temperatures can drop as low as minus 35 degrees Celsius (minus 31 degrees Fahrenheit) in a season that sometimes starts in early October and doesn’t end until late May.
2 Caterpillar Global Mining / Viewpoint / issue 11 MINING A RICH DEPOSIT The Shivee-Ovoo mine produces about 1.2 million tonnes (1.3 million tons) of coal per year and has Shivee-Ovoo operates in one of the largest brown a rated production capacity of 2 million tonnes coal deposits in the country, located across the (2.2 million tons). The mine continues to grow Dornogovi and Govisumber provinces and its output and is gradually attaining the targeted spanning about 775 square kilometers (230 square level. At the same time, the mine is working to be miles). The mine was established in 1990, covering a good citizen of the community and respectful of about 30 000 hectares (74,000 acres) of land with a the environment, initiating measures to control coal reserve of 2.7 billion tonnes (3 billion tons). The dust and wastewater under the guidance of the reserve of the current operation area is estimated at Mongolian government. 646.5 million tonnes (712.6 million tons).
The mine’s primary product is high moisture OPERATING AROUND THE CLOCK brown coal. The Mongolian National Mining Shivee-Ovoo has been operating non-stop since Association reports that the mine is responsible 1990, producing 7.4 million tonnes (8.1 million for providing 30 percent of domestic coal demand tons) in that time. and 40 percent of coal demand for the country’s central region. The mine’s location along a railway “Since its establishment, Shivee Ovoo coal mine line connecting Russia and China allows the site to has been operating 24 hours a day, with two shifts transport coal within Mongolia as well as export its regardless of the weather conditions,” says Khaliun product outside the country. Khorloo, vice director of technical support for the
Caterpillar Global Mining / Viewpoint 3 operation. “We are proud of our highly skilled Since its commissioning in 1993, the sturdy D8N employees, and also give credit to our reliable has logged 78,000 hours: about 27,000 from 1993- equipment for that achievement.” Khaliun, who 2002, 8,000 from 2002-2004, and nearly 43,000 reports directly to Otgonbaatar Oyunbat, Chief hours from 2004 to today. And it’s still going Executive Officer of Shivee Ovoo Joint Stock strong, working 8 to 9 hours a shift for a total of Company, held several management positions in around 500 hours per month. government agencies before joining the Shivee- The only exemption from the dozer’s non-stop work Ovoo operation. cycle was a two-month period in August 2007 when When discussing machine reliability, Khaliun Wagner Asia performed an engine overhaul. After Khorloo pays special attention to the Cat D8N the overhaul, the D8N continued its productive, Dozer purchased by the mine in 1993. reliable performance, surpassing the life of other “This dozer is the only machine machines on site. Khaliun Khorloo gives credit to the service and support provided by Wagner Asia purchased that year that is still since the dozer’s blade first touched the ground at running 20 years later,” he says. Shivee-Ovoo. “This proves to us the quality of Cat equipment, as well the quality of BUILDING A PARTNERSHIP service that our Cat dealer, Wagner Wagner Asia Equipment LLC handles the Asia, has been delivering for us.” maintenance and repair for the site’s Cat equipment for the full machine life cycle. Preventive
1/ Shivee-Ovoo and Wagner Asia technicians perform an overhaul of Shivee-Ovoo’s Cat® D8N Dozer’s engine.
2/ Khaliun Khorloo, vice director of technical support, 1 joined the Shivee-Ovoo 2 operation after holding several 3 management positions in government agencies.
3/ Shivee-Ovoo operates in one of the largest brown coal deposits in Mongolia, covering about 30 000 hectares (74,000 acres) of land with a coal reserve of 2.7 billion tonnes (3 billion tons). The mine is responsible for providing 30 percent of domestic coal demand and 40 percent of coal demand for the country’s central region.
4/ Shivee-Ovoo and Wagner Asia have developed a strong partnership through the years, with Wagner providing service and support for 4 Caterpillar Global Mining / Viewpoint / issue 11 the full machine life cycles of all the Cat equipment on site. maintenance work is typically done at 250, 500, development and social responsibility, the dealer 800 and 1,000 service hours. At 12,000 hours, is one of the Top Ten companies in Mongolia, Wagner technicians perform a standard repair or measured by the metrics of the Mongolian replacement of components. Government and the Mongolian Chamber of Commerce and Industry. Wagner Asia has been Because of the strong partnership Shivee-Ovoo has recognized as a market leader in Mongolia for its developed with its dealer, as well as the quality and efforts to follow business best practices, as well as durability the mine is experiencing with current introduce new technologies, products and services. Cat equipment, the site is considering the purchase of additional pieces of equipment from the dealer. “We are totally satisfied with the dealer’s technical service,” he says. “Wagner Asia is fast and reliable, “Rather than looking at the price and delivery and they always come on time to keep our machines terms, we prefer to purchase some key pieces of up and running.” equipment because of durability and high quality,” says Khaliun Khorloo. LOOKING TO THE FUTURE
Wagner Asia, the official Cat dealer in Mongolia, Future development at the deposit makes this is a 100 percent subsidiary of Wagner Equipment a promising site of economic production. The in the United States. The dealer sells and rents Cat Mongolian and Chinese governments plan to machines for applications in the mining industry build six new power plants at the Shivee-Ovoo coal as well as the construction business, including the deposit with a capacity of 3,600 megawatts, which construction of roads and railroads. The company will be located on 4 384 hectares (10,833 acres). is also focused on serving Mongolia’s infrastructure, In addition, the company is at the development agricultural, energy and stage of a new project involving Japanese industrial industries. technology to extract liquid fuel from coal. The Coal Currently, the company has to Liquid (CTL) Plant would significantly contribute more than 500 employees. to local fuel production in Mongolia, which is necessary to reduce the country’s dependence For the last eight years on imported fuels. π Wagner Asia has been a leading Cat dealer in sales and service in the CIS and Mongolia region. With its contribution to the national economy, business
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Caterpillar Global Mining / Viewpoint 5 GLENCORE MINE TAKES MAINTENANCE TO A NEW LEVEL TAKING CONTROL UNDERGROUND The conventional wisdom is that underground mining is a dirty business. And in many ways, that’s true. Underground miners work in spaces that are often cramped, damp and dark. The environment is challenging at best. Because of these conditions, underground maintenance and repair shops often are not held to the same standards as surface mines. But one underground mine decided to change this perception, building a world-class maintenance shop underground and following best practices for contamination control. As a result of its efforts, this mine — Nickel Rim South in Sudbury, Ontario, Canada — earned the first Caterpillar Certified Five- Star Contamination Control designation for an underground maintenance facility. It’s no coincidence that this underground site is owned by the same company that owns the first-ever mine to earn the five-star designation for a surface operation — Minera Alumbrera copper-gold mine in Argentina, which recently celebrated its 10th consecutive year as a five-star site.
MAKING MAINTENANCE A PRIORITY
Both Nickel Rim South and Alumbrera are owned by Glencore, one of the world’s largest commodities producers, created through a merger of Glencore and Xstrata in 2013. While they are on different continents and produce different materials, the mines share the same goal of being world-class producers. And both sites recognize the important role of maintenance in achieving that success.
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In 2005, Alumbrera implemented a new TAKING ON A CHALLENGE maintenance strategy in an effort to extend During a Caterpillar mining forum event, component life in its truck fleet. Key to the strategy participants were challenged to take away one thing was the implementation of a contamination control from the sessions that they could implement at their program in partnership with Caterpillar and site. Tim Hinds, maintenance general foreman Finning S.A., the Cat® dealer in Argentina. at Glencore’s Nickel Rim South mine, was in While the individual elements of contamination attendance — and he chose contamination control. control are widely known best practices, Caterpillar That topic was still top of mind in 2011, when has developed a defined set of procedures that must Nickel Rim South mine was in the beginning be followed and a formal auditing process to verify stages of developing a new $US10.3 million that a site is meeting the standards. Cat dealers underground maintenance shop. Caterpillar and individual mine sites can earn “star” ratings contamination control market professional Ron based on their performance. The highest is a five- Meischner visited the mine to evaluate the workflow star rating, which indicates 95 percent or better and contamination control compliance of the new compliance with the standards. facility. During the visit, he was asked by Stu Alumbrera shares maintenance and repair duties Greaves, the mine’s representative from Cat dealer with Finning, working as a team to ensure Toromont, to give a presentation on contamination high reliability of the equipment. Alumbrera control to some of the site’s key management maintenance personnel are responsible for a personnel. portion of the mobile fleet, while Finning has “When I completed my presentation, I was the remainder. approached by Tim, who asked if I would support After seeing the success Finning technicians him if he decided to implement a contamination on site were having through an adherence to control program,” recalls Meischner. “My response contamination control procedures, the mine was, ‘Toromont and Caterpillar are your first line of partnered with the dealer and Caterpillar to begin support, and my job is to support them — so yes, an 18-month process to implement the program. I will!’ ” Today, 10 years later, the site continues to achieve Hinds requested Meischner return a month later the five-star designation, reaping the benefits of its to perform a baseline assessment and to provide world-class maintenance program. guidance on the prioritization of continuous “This site is one of our shining stars,” says improvement projects. “The mine team was Simon Bishop, contamination control market excellent to work with and very proficient at project professional at Caterpillar. Thanks in large part management,” says Meischner, who continued to its contamination control program, the site has to support the site along with Susan Gaugush, a estimated savings of millions of dollars over the Caterpillar service technical representative. life of the mine, including US$7 million alone “We showed Tim how a proactive through the extension of major component life contamination control program could lower in the truck fleet. In addition, the site enjoys significant improvements in Mean Time Between their operating costs, and we brought Stoppage (MTBS) and reductions in unscheduled metrics to prove it,” says Meischner. maintenance, all contributing to increased truck “He brought in other people on the team reliability and availability. and began to build collaboration and a
The program has proven so successful that the commitment to making contamination mine owner used Alumbrera as the maintenance control part of the culture.” model for its mines around the world. In addition, Alumbrera serves as a benchmark for Caterpillar’s five-star customer sites.
8 Caterpillar Global Mining / Viewpoint / issue 11 “We pointed out the fact that Glencore had the first opportunity for the next step. “We learned quite surface five-star mine,” continues Meischner. “And a bit during those days about how we could make we said, ‘Wouldn’t it be great if they also had the improvements and what we ultimately wanted first underground one?’ Tim jumped on board, and our shop to be,” he says. “We listened to the here we are.” tradespeople and listened to our people to see how we could get a better shop. We came up with a SUPPORTING AN UNDERGROUND OPERATION vision of what we wanted that shop to be, and how it Nickel Rim South1 is the largest mine in Glencore’s could improve our operation.” Sudbury Integrated2 Nickel Operations, which has TAKING MAINTENANCE TO A NEW LEVEL been mining in the area since 1929. The mine is located in a 60-kilometer (37-mile) wide geological In 2010, the Nickel Rim South team shared formation known as the Sudbury basin. In addition its vision for a new maintenance shop with its to Nickel Rim South, the operations also include corporate owners, asking for US$10.3 million to Fraser mine, Strathcona Mill and Sudbury Smelter. make it happen. That vision was broken down into The site primarily produces nickel and copper, with five key focus areas: some gold, silver, platinum, palladium and cobalt 1. Safety. A more ergonomic shop design, combined also produced. The Sudbury operations employ with a larger workspace and storage areas to about 1,300 permanent workers. improve housekeeping, would make working Ore was discovered at the site between 1100 conditions safer for everyone on site. and 1700 meters (3,609 and 5,577 feet) in 2001. 2. Quality and reliability. A new shop Construction of Nickel Rim South began in 2006 would improve maintenance across the and the mine has successfully operated at full board — extending the lifespan of equipment, capacity since October 2010. The mine produces minimizing the cost per hour of the equipment about 1.25 million tonnes (1.38 million tons) per fleet, and enabling a more comprehensive year. component replacement program. Nickel Rim South is a blasthole mine, allowing the 3. Revenue opportunity. Improved maintenance site to take advantage of gravity and a minimum leads to equipment that runs better and lasts amount of hauling. The mine drills 30-meter longer. A decrease in Mean Time to Repair (98-foot) panels and handles the ore with scoops. and fewer breakdowns make equipment more Production equipment includes 10 Cat R1700G available and could make it possible to reduce the underground loaders, one Cat AD45 underground size of the fleet required to run the operation. articulated truck, three 420F backhoe loaders, a 120M motor grader and three TH40 telehandlers. 4. Materials savings. When maintenance is On the surface, operations are supported by an proactive and components are replaced in a “In order to get the IT38G integrated tool carrier and a V300B forklift. timely manner, fewer parts and components funding for the new must be kept on hand in case of an emergency Originally the mine operated with three shop, we had to work repair. In addition, managing inventory of captive levels, which made it necessary to have hard to ensure that parts and tools in a centralized facility leads to maintenance shops on each level. Each shop was improved efficiencies. we achieve the high about 5 meters high and 5 meters wide (16.5 feet by standards in all of 16.5 feet), a tight fit for a Cat R1700. 5. Labor productivity improvements. our focus areas,” says Providing a centralized space for maintenance “We had one foreman for all three levels, which was Hinds. “And I have employees, with active supervision, would create a little difficult,” recalls Hinds. “We couldn’t share synergies and build a unified, focused team. In to say, we’ve achieved equipment and it was an effort to move people.” addition, the new space would allow the mine to our target and are able New shops were built in 2008, but they were still do more work on its own equipment rather than to showcase every one located on different levels and were far from ideal. contract it out. of them.” But Hinds looked at the challenges as a learning » » » TAKING CONTROL OF CONTAMINANTS score of 23 percent compliance to the required 95 percent. “Nickel Rim South took ownership of the Nickel Rim supports its underground mining project,” Meischner says. “The mine assembled equipment in partnership with local Cat dealer a team, developed the action items and made the Toromont. Both Toromont and Caterpillar were commitment.” key advisors to the maintenance team during the planning and construction of the new shop. “They advanced their shop in a sustainable
1 “We went through many phases during the way,” Meischner continues. “You can’t 2 development,” says Hinds. “We met with our sustain something this monumental if mechanics and got their input. We talked to you try to do it all in just a few months. tradespeople. We went to Toromont’s rebuild shop We looked at every aspect of the process to see how they are organized. We got a lot of best as a continuous improvement project.” practices from watching how they work.” INCORPORATING CONTAMINATION Hinds had long taken advantage of the expertise CONTROL INTO DESIGN of Caterpillar and Toromont. In 2010, he attended a Caterpillar mining forum event during which he Because Nickel Rim South was in the process of first began to think about contamination control building an entirely new maintenance shop, the and how he could implement some of these best mine was in the perfect position to design a facility practices into Nickel Rim South. ideally suited to control contamination.
“We decided that we didn’t want to run our facility Ventilation was a key consideration, making the 1/ To reduce dirt in the like we had been, and like many other underground air safer for underground workers but also reducing shop, all equipment must be cleaned in the wash sites traditionally do,” he says. When Caterpillar’s dust that is a leading contributor to contamination. bay before it comes in for Air is forced in and out of the shop and the space is maintenance. Meischner visited the site, his initial analysis designed for ventilation flow. This eliminates the 2/ Community tools owned by led to a 2 ½-year project to advance the cause of the mine take up less space contamination control. need to purchase expensive electricity to and stay more organized. power fans. 3/ The shop itself is After the initial assessment, Glencore took on the ergonomically designed to challenge to achieve Caterpillar five-star status — a The entire area is designed with a one-way system make maintenance tasks easier on the technicians. challenge that would take the mine from a base of travel. A staging area helps with traffic flow
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10 Caterpillar Global Mining / Viewpoint into the maintenance area, which also keeps the STARTING WITH SOME QUICK WINS environment safer for those working in the shop. The mine’s road to the five-star achievement started A wash bay is located just outside the shop, and all with some simple changes well before construction equipment must be washed before it comes in for of the new maintenance shop was under way. maintenance. “They had to go back to basics,” says Meischner. The shop itself is ergonomically designed to make “Sometimes it’s just as simple as making sure the maintenance tasks easier on the technicians. The right oil goes in the right hole at the right time. area includes three individual ramps and a crane You have to pay attention to the basics before the that hangs from the back of the shop to keep the bells and whistles will do you any good.” floor area clean. Work benches were eliminated Hinds agrees. “At the same time we were from the new shop. “Work benches tend to get incorporating contamination control into the design cluttery and things pile up underneath them and of our new shop, we went after the low-hanging they just become a mess,” says Hinds. fruit and made some changes.” These sometimes- Hand tools are stored in a specially designed area, easy fixes are based on best practices and can be eliminating the need for each individual mechanic implemented quickly and for minimal cost. to have his own tool box. “Tool boxes usually sit Eliminating oil-absorbing granular material up against the wall, and that means there’s dirt underneath,” says Hinds. “In addition, we have 44 When visiting Toromont’s rebuild facility, mechanics down there, which would mean 44 tool Hinds noticed that the shop didn’t rely boxes. That takes up a lot of space. So we buy the on “floor dry” to absorb spills on the tools, and even though we’re spending money on shop floor. “At Nickel Rim South, them, we save that tenfold by not developing that the crew would bust a bag open, extra landscape underground.” spill it on the floor, scatter dust everywhere. They’re A reference library contains maintenance manuals breathing it in,” he says. and computers so the mechanics can make up work “Then we don’t always orders and order parts. The parts department and clean it up right warehouse are nearby but are kept locked to keep away so we end up them clean and organized. shuffling it around. The next day you clean up dust in the parts area that is not captured by the half of it, and the other half gets kicked around ventilation and pressurization system. “We’ve under the tool boxes and the benches, the scoops got millions of dollars invested in parts, and run over it, creepers are catching in it and it’s when I go to use them, I want them to last. This embedded in the floor.” The mine purchased small investment makes a world of difference in some environmentally friendly absorbent pads, keeping the area clean.” got some mops and pails for cleaning, and gave it Keeping fuel clean a trial. The use quickly spread to other levels. Hinds admits that Nickel Rim South had a lot to Taking care of fluids learn when it comes to clean fuel. “Our breathing 1 Nickel Rim South buys the best oil possible for systems were open to the atmosphere,” he says. 1 use in its equipment, but that doesn’t guarantee “Every time we sent the fuel down into the mine, cleanliness. By putting dessicant filters on barrels there was a risk that we were contaminating what and bulk tanks, sealing them, adding a kidney we were buying.” The mine invested in dessicant loop system and doing particulate counts before breathers and added weighted explosion discs to refilling the tanks, the site has made great strides keep the fuel covered. “This stuff is cheap, but it in protecting components from the dangers of was stuff that we missed,” he says. contaminated oil. “We continuously clean,” says Leveraging technology Hinds. “It’s working out great.” Working with Toromont, Nickel Rim South uses In addition, the maintenance department installs a scheduled oil sample program (S.O.S.SM) on all a kidney loop system on the hydraulic system of equipment, down to the smallest machines. The electric-powered machines to eliminate the dust system allows for real-time auditing, measuring and contamination that are continually being 30 different parameters and sending emails pulled in. The mine has two portable kidney to keep the maintenance team informed of oil looping units for use across the fleet. “This has pressures, temperatures, idle time and more. been extremely successful for us,” says Hinds. “We don’t have to rely on the operator to tell us if Protecting hoses a machine is having a problem because now we know it, too,” says Hinds. In addition to building an ergonomic hose rack, the maintenance team found they could keep 2 CHANGING A CULTURE hoses cleaner by using re-sealable plastic bags to cover hose ends, eliminating the need to shuffle Hinds and the Caterpillar experts are quick 1/ The mine bags and seals to point out that while making contamination every product that doesn’t through a pile of contaminated plugs of different come in an appropriate control a priority may seem obvious, changing container. Small parts are sizes in search of one that fit. “These are just stored in drawers to keep pennies apiece,” says Hinds. “And they make a the way things are done at a mine site is not them clean and organized. huge difference.” an easy task. The achievement of five-star 2/ Keeping fluids clean status required training, good communication, requires a routine of dessicant filters, kidney loop systems Protecting new parts continued reinforcement, regular assessment and regular particle counts. In addition to working with OEMs to ensure parts and the buy-in of everyone involved. Even now, 3/ Simple plastic bags make it takes constant reminders to make the effort it easier to cover hose ends. and components arrive properly packaged, Nickel Rim South now bags and seals every product that sustainable. “This was tough to do, and it’s a doesn’t come in an appropriate container. “Parts never-ending battle,” says Hinds. 3 are expensive. We try to protect our investment,” Communication is key to Nickel Rim South says Hinds. “We don’t keep anything in open mine’s success. In addition to telling the team bins. We have drawer systems, plus the second what is expected of them, it’s important to listen layer of protection in a re-sealable bag or the to what they have to offer. “There are a lot of good original packaging.” ideas out there,” he says. “Knocking down the In addition, the mine invested in an inexpensive low-hanging ideas created an environment of backpack vacuum that is used to pick up the trust and engagement, inspired creativity among the workforce, and allowed change to be embraced THE BASICS OF CONTAMINATION CONTROL instead of resisted.” The steps that mines can take to control contamination range from the Operator buy-in is especially important. “It takes straightforward — such as good housekeeping — to the less common, such as particle a while to prove that there is a better way,” Hinds counting. The basic procedures focus on clean facilities, clean components, clean processes and clean fluids. says. “We explained what contamination control was and how it could help. We shared the results, Simon Bishop, contamination control market professional at Caterpillar, shares best practices for sites to begin reaping the benefits of this important activity. like reductions in downtime and the availability of equipment. Then they started looking at the things • An ongoing training program for all shop and parts personnel (including we were doing and watching those results.” management and labor) must be in place. Classroom and on-the-job training are required to ensure all those who have an impact are thoroughly familiar with all of Hinds and his team shared ideas with the operators the processes and procedures of a successful contamination control program. on what they can do to help with the contamination • All machines and components should be washed using high-volume, high-pressure control effort. “We gave them examples, like wipe wash equipment before entering the shop. The intent is to remove dirt and oils that off the nozzle before you top off your engine could contaminate the machine being worked on as well as to keep the shop clean. oil, wipe a cap before you take it off, don’t dump Once the machine has been washed, it is equally important to have a clean concrete contaminated oil in the machine or carry around a or crushed stone/gravel path from the wash bay to the shop and a concrete apron to prevent dirt entry in the shop. Underside water nozzles at the entrance or in the bunch of open-ended hoses,” he says. center of the wash bay complement high-volume water cannons, reducing machine In return, the operators shared their ideas. “We wash time and freeing time for planned maintenance, backlog repairs or a faster return to production. acted on the ideas they put forward,” says Hinds. “If you want to sell your ideas, you need to use • Hoses and tubes require special care. All hose / tube ends should be appropriately theirs. And they do have a lot of good ones.” capped or plugged and all hoses and tubes that are removed during the repair process must be cleaned prior to reinstallation. A supply of clean caps, plugs and Hinds is pleased with the support the Nickel Rim plastic wrap or bags should be in a readily accessible area where they are protected South operators have given the contamination from shop and parts warehouse contamination. A portable cart that is easy to move control effort. “We quickly saw their buy-in. There to the machine and around the machine makes it more likely that proper caps and plugs will be used and reduces time wasted retrieving the right cap or plug. are a lot of crews now washing equipment between shifts. We see less damage to machines when • A preventive maintenance cart is recommended. The contents should be staged prior to a planned maintenance activity and outfitted for the specific machine being they’re coming in for service. In return, we make serviced. This ensures the necessary equipment is available and the contents are sure their machines look good when we return clean and protected. Contents may include items such as clean exchange magnetic them. If we keep them running and looking good, plugs and screens, vacuum pump and tubing (for fluid samples that cannot be the operators have more pride in their machines taken live), fluid sample bottles, filter cutting tool, digital camera, low-lint towels, and they take better care of them.” etc. All should be bagged and protected.
The team sets expectations at the beginning of • Oil spills should be cleaned immediately using a vacuum or absorbent pads specifically designed for collecting oil. Final cleaning is with a clean water mop and every shift, following a comprehensive list covering degreaser; hot water is preferred. The use of oil-absorbing granular material is not all elements of the shop: entry and exit inspections; recommended as it creates airborne dust, which contaminates other areas of the cranes, ramps, floors, barricades and stands; shop and makes a mess during disposal. Granular materials have a high probability lighting, housekeeping and garbage; storage and of being tracked throughout the shop and becoming a source of contamination. stacking; bulk lube storage; and more. • Parts must be kept clean until installation. They should be kept inside the original packaging until they are ready to be installed. This will significantly reduce “Every morning we get the whole team involved,” contamination problems. he says. “The mechanics, the tradespeople, the operators, the mine superintendent. Maybe there’s – Filter boxes should be kept clean and unopened, and filters that are shrink wrapped should remain in the shrink wrap until installed. an operator talking about a problem with a bucket. Maybe there is a blade that’s not cutting properly – O-rings require two levels of clean protection, which could include storing in or there is a problem with the seat. It may be a little re-sealable plastic bags and a clean cabinet. Contaminated O-rings have the potential to create a leak path when installed and in service. problem to you, but go down there, find out where they are working and see what you can do. You – All fluid-carrying hoses and tubes should be stored with end caps in place. When an uncapped hose or tube end is found, the hose or tube should be can usually solve the problem and also develop a cleaned before being capped. It is important that the right-sized cap or plug relationship with your people. It makes a world of is used to cap the hose or tube. (continued on page 15) difference because you get to know them and they
Caterpillar Global Mining / Viewpoint 13 get to know you and they want to do a good job. to about 25 percent in 2013, lower than the mine’s It makes my life a lot easier.” goal of 30 percent. Today, that number is actually well below the goal at around 13 percent. “Now, A key component of the morning meetings is safety. in addition to helping us improve the lives of our The site incorporates a Positive Attitude Safety equipment and components, we have time to do System (PASS) that brings safety to the forefront the other activities — to adjust our processes and before the start of every shift. “We tell our people to procedures and continually improve,” says Hinds. call out their co-workers when they see them doing “And it gives our maintenance team credibility something safe,” says Hinds. “We give people the with the operations team. Equipment is never the opportunity to talk to each other about safety and bottleneck at our site.” to thank each other for their efforts. They can share information on what they’ve seen, what they’re In addition, the availability of critical equipment worried about, things they have noticed. They has surpassed the mine’s target of 80 percent and coach each other.” today reaches about 93 percent. Prior to the new shop, radiator operating hours were about 1,000 REAPING THE REWARDS hours before replacement. The introduction of soda It’s easy to see the results of Nickel Rim South’s washing has increased that life to 9,000 hours. contamination control efforts by looking at its “Yes, replacing a radiator is expensive. But it’s the compliance scores — taking its adherence to the lost time and lost productivity that really adds up. program’s principles from 23 percent to 96 percent We’re looking at thousands of dollars of deferred in just three years. Success was realized in a revenue every time a scoop is down.” number of areas: Tire life
Component life Improving underground roads is a challenge, In 2008, it was estimated that the mine’s but it’s one worth tackling. By getting water off equipment component life was reduced about the ramps, directing water, improving sumps 2,000 hours from its expected lifetime. Engines and understanding the source of water, the site that were supposed to last 14,000 hours were has made significant progress. The results are instead being replaced early at 12,000 hours. especially evident when it comes to tire life. “Water By 2011, components were lasting their expected is the enemy of tires,” says Hinds. “By paying lifetime and today the site has added an average attention to our roadbeds and talking to the miners of 2,000 additional hours to the expected lifetime about how harmful water can be, we’ve cut our tire of components. costs in half.”
Planned vs. unplanned maintenance Safety
In 2008, Glencore maintenance engineers told The measurable results of Nickel Rim South’s the Nickel Rim South mine that 60 percent of its contamination control program are well-defined. maintenance work should be planned. In 2009 But the intangible results may be just as the site was averaging just 35 percent, which valuable. The site has seen improvements that meant the rest of the maintenance team’s time was have affected all of Glencore’s corporate values: spent addressing breakdowns. In 2014, planned entrepreneurialism, simplicity, safety, responsibility work hit the 87 percent mark. The benefits of this and openness. “Our five-star designation touches achievement are significant. all of these values,” says Hinds.
“A planned job can be up to eight times cheaper Safety, especially, has been impacted by the new than a reactive job,” claims Hinds. “It also gets done shop and its adherence to contamination control a lot quicker and we can plan around the operations principles. “Safety is very important to our mine so we’re not pulling a machine out of production.” and the Sudbury community,” says Peter Xavier, Nickel Rim South Director. “We’re very proud to At the same time, unplanned maintenance was say our employees as well as contractors worked being reduced — from a high of around 65 percent 13 months without a single lost time injury in our 14 Caterpillar Global Mining / Viewpoint integrated business of exploration, mining, milling THE BASICS OF CONTAMINATION CONTROL (continued) and smelting activities. That means not a single person went home — for 13 months — because • Components and parts must be protected when work is in process. During system they were injured on the job.” In 2013, the site invasion repairs or during component remove and install, all of the machine’s exposed cavities should be covered with plugs, metal or magnetic covers, plastic was awarded the prestigious regional John T. Ryan wrap with tape, or guards. Contamination-sensitive parts should also be protected award for its record as the safest mine in the with clean drop cloths or plastic during periods of inactivity such as breaks, meals, province of Ontario. shift changes and overnight.
• Housekeeping makes a big difference to contamination control efforts. If the shop SHARING THE CREDIT environment is clean and uncluttered, it will reduce the chances of contaminating Hinds is quick to point out that Nickel Rim South equipment being serviced and repaired, as well as increase repair and maintenance mine’s successes are the work of everyone on efficiencies. Seal floors and clean them daily or more often if needed, keep tools and equipment clean and organized, maintain work benches, install material on site — the operations and maintenance teams, the work surfaces to protect sensitive parts, and store parts off the floor. tradespeople, and the Caterpillar and Toromont employees who advised them. • Protect bulk fluids. – Start with clean bulk storage tanks. “You have to make sure that you take that award down to the miners and technicians. They are the – Filter fluids entering the tank to keep the tank clean and to allow the filtering of fluids exiting the tank to be more effective. ones who made it happen. I’m just an enabler.” – Equip bulk tanks with 4 micron breathers with the ability to remove water. In addition to earning the Caterpillar Five-Star As temperatures change from day to night and/or fluid levels drop, the fluid Contamination Control designation, the site was is replaced by outside air. This air must be filtered and moisture removed to named Best Maintenance Facility by Planned keep fluids free of contaminants. Engineering & Maintenance magazine, earning a – Implement a tank preventive maintenance program that includes periodic spot on the magazine cover and a full-length article draining of water and debris, tank inspection and cleaning, filter and breather about the mine’s maintenance journey. inspection and replacement dates, etc.
“With proper facilities, tools, processes and – Filter oil at the point of use and dispense into machines at ISO –/16/13. Depending on the cleanliness of the oils delivered / received there could be leadership, the mobile maintenance group a need to clean the oils to the recommended cleanliness levels using kidney have raised the bar when it comes to safety and loop (off-line) filtration. equipment reliability,” the magazine reports. – All machines should be enrolled “The team’s list of examples demonstrating in a scheduled oil sample cost-saving efforts that have been successfully program (S.O.S.sm) to include implemented in the now-integrated maintenance particle count technology shop is commendable.” (portable or lab) and monitored at PM intervals and during CONTINUING THE JOURNEY system invasion repairs such as component removal and Now that Nickel Rim South has achieved the installation. Kidney loop filtration five-star designation, the goal is to never let it lapse. may be needed to restore the “We will keep auditing what we’re doing. We’ll system to the recommended learn from our mistakes, listen to our OEMs, get cleanliness target. wisdom from everyone we can,” says Hinds. • Protect bulk fuels.
While the construction of the new shop had a – Clean fueling ports prior to fueling and ensure they are covered with the significant impact on the mine’s success, Hinds standard cover. predicts the mine would have gone after the five- – Maintain machine fuel tanks, routinely draining them of sediment and water. star designation even without it. “We may not have – Filter bulk distillate fuels at both entrance and exit/dispensing points. Exit achieved it, but we would have taken a shot. The filtration should have the ability to remove water in order to dispense fuel at paybacks are amazing.” the recommended target of ISO 18/16/13.
“It’s a tough environment in which to make money – Equip and maintain lubrication and fuel trucks just like bulk storage tanks. A good rule of thumb is that any time fluid is transferred, it should be filtered. π right now,” he continues. “We all have to do our part to cut costs and help us produce. I think the five-star designation has helped us a lot.” π Caterpillar Global Mining / Viewpoint 15 MINERA ALUMBRERA: A DECADE OF CONTAMINATION CONTROL
A DECADE as a springboard to a new site culture. Thanks to extensive training and new attention to detail throughout the mine, OF SAVINGS the site saw a 50 percent reduction in safety incidents in the truck shop, tire shop and other maintenance areas in the first two years of certification. Personal injuries, Minera Alumbrera, the first Caterpillar customer mine damage to the plant and equipment, near misses and site to achieve the Five-Star Contamination Control environmental incidents have been reduced throughout designation, reached another milestone in November the mine. 2014 when Caterpillar and Cat® dealer Finning S.A. representatives visited the site in Argentina to recognize Total Recordable Injuries dropped in the first five the mine for 10 consecutive years of maintaining the years — from 13 in 2005 to eight in 2009 — but significant designation. reductions continued and held in the next five years, dropping from six in 2010 to only two recordable injuries That’s 10 years of commitment to clean facilities, clean in 2011, 2012 and 2014, and just one in 2013. components, clean processes and clean fluids. And 10 years of reaping the benefits. From an initial investment “Changing the culture was a great challenge, but it of US$700,000, the mine has saved millions of dollars was worth it,” recalls Seu. “The implementation of the by extending major component life, reducing the cost of program generated a strong work culture, eliminating maintenance, reducing unscheduled work and improving improvisation and sub-standard work practices.” equipment availability. The designation has also given Alumbrera international Alumbrera estimates that over the last decade, the site recognition as a leader in the industry. “We are shown has saved about US$3 million per year in operating costs as an operation with the highest standards and best related to major and minor components thanks to the practices,” says Seu. contamination control program. This represents about 3 percent of the site’s annual maintenance budget. RELYING ON PARTNERSHIPS
“We are very proud to have achieved five-star status for The Caterpillar contamination control program was 10 years,” says Miguel Seu, maintenance manager, who developed initially as a program for Cat dealers. A gives credit to the site’s maintenance and operations number of dealerships have implemented the program personnel for making the commitment. “We achieved and reached the five-star designation. Finning S.A., the this certification through the training of our people, and Cat dealer in Argentina, is a pioneer of the program and we reinforce it by continuing to learn and by promoting follows the standards when performing maintenance at teamwork. It shows our strong commitment to good Alumbrera and many of its other locations. In fact, the practices and the implementation of the highest dealership has made financial investments to improve standards.” customer maintenance areas in order to maintain its own high standards on site. Close to a third of the nearly In addition to the overwhelming support of the 300 people in the mine’s maintenance organization are maintenance team, bringing operators on board to help in employed by Finning, which has two managers, four the effort was a key contributor to success. “We explained supervisors and 70 technicians on site to support the the implications of implementing the program and trained mine’s maintenance activities. the operators on what they could do to help, such as using clean fluids. We held weekly meetings to talk about “Cat dealers really are the experts in the program and keep the whole team involved. We also made sure everyone knows that the management team is contamination control,” says Bishop. committed to supporting this strategic process.” “In fact, it was watching their performance that led Alumbrera to begin DEVELOPING A NEW SITE CULTURE its own journey to be the first customer In addition to the financial benefits of the program, location designated a five-star site.” Alumbrera has used the contamination control initiative Alumbrera recognizes that its partnership with Finning life increased 27 percent, and wheel group life increased was a key to success. “The partnership with Finning is very 13 percent. The program has helped the mine strengthen important,” says Seu. “We have been working together its maintenance planning and scheduling as well as conducting internal audits since 2003, when we had a further take advantage of condition monitoring. three-star rating. In 2004, we conducted another internal In addition to improving the overall cleanliness of the site audit with the dealer and were rated four stars. Finally, and maintenance shops, the addition of fuel filtration has in 2005 we brought in Caterpillar for an official audit and had a significant impact on component life, says Seu. earned the five-star rating. The teamwork we have with Premature injector failure and associated fuel system the dealer made it possible for us to apply all 14 sections downtime were dramatically reduced by installing both that Caterpillar outlines in its contamination control guide. tank inlet and dispensed filtration, as well as an Alfa Laval The dealer helped us understand and implement the fuel polishing system. Fuel is dispensed at or below the program.” Cat recommended cleanliness target of ISO 18/16/13. In Caterpillar, too, had a role in getting the program started addition, the installation of underside water spray jets in and helping Alumbrera continue it successfully for the the wash bays helps the maintenance team get a better past decade. “Caterpillar has strongly supported this view of the equipment during visual inspections. initiative since the start in 2003,” says Seu. “The company The quality of maintenance and the availability of shows its commitment by providing us the standards, machines has improved. “In some cases we maintain evaluating our performance and helping us continually equipment availability according to budget despite improve. They visit our site every year and provide valuable its age,” says Seu. “In other cases we have improved feedback.” availability, with an increase of 15 percent in major component life. Truck availability has continued to GETTING HIGH PERFORMANCE remain high throughout the last 10 years.” FROM AGING EQUIPMENT
Alumbrera is one of the world’s largest and lowest-cost CONTINUING THE JOURNEY copper and gold operations. In operation since 1997, As Caterpillar’s first five-star customer site, Alumbrera has the mine sits at 2600 meters (8,500 feet) altitude in the set the bar for contamination control. And the mine has eastern foothills of the Andes. The mine uses standard no intention of losing the coveted designation. trucks and shovels on 17-meter (56-foot) benches, with 2-meter (6.5-foot) sub-drill, and ore is hauled to “Our employees are committed to contamination control,” processing facilities nearby. says Seu. “We have made them participants and owners of the program so they stay involved and have a strong sense The production fleet includes four Bucyrus electric rope of belonging on this important team.” shovels; three large wheel loaders, including a Cat 994D; 55 Cat 793B and 793C 218-tonne (240-ton) trucks; and four The site will continue with monthly internal audits to drills. A D11R and five 10D R dozers handle production ensure the standards are continually followed in all dozing work. Cat wheel dozers are used to clean up equipment maintenance practices and procedures. loading areas, and motor graders maintain the haul Training will continue to reinforce the lessons learned and roads. Finning maintains 30 of the site’s 793 trucks while to motivate the team. Alumbrera takes care of the rest. “We have a culture of continuous improvement,” says Seu. In spite of the age of its fleet and the mine’s elevated “That includes our commitment to remaining the industry grade, the equipment continues to perform well. The leader in contamination control.” π contamination control program has certainly had an impact. “Following this program allows us to fulfill our planned availability — even with equipment that has more than 120,000 hours,” says Seu.
After the implementation of the program in 2003, engine and transmission life increased 29 percent, differential
Caterpillar Global Mining / Viewpoint 17 CHANGE MANAGEMENT
There is a natural resistance to change in Caterpillar, for example, began building toward any form. When it comes to implementing autonomy more than 30 years ago and had a truck a game-changing technology like operating in the mid-1990s. “Lessons learned autonomous haulage on an operating mine during those early years led to the realization that there was much more to be learned — not site, the resistance can at times appear just about the machines themselves, but about insurmountable. Whether based on real the systems and knowledge that must be in place information or misguided preconceptions, for a successful implementation,” recalls James it’s essential that mining companies don’t Humphrey, a senior mining market professional underestimate the effort it will take to in the Caterpillar Global Mining organization. overcome this resistance, while clearly Humphrey, a professional engineer, has over recognizing when it’s worth the effort. 30 years of worldwide operational and technical These realizations did not happen overnight experience in the mining industry. His recent for sites where autonomous haulage has been work with Caterpillar in the development of an implemented. Nor did they happen overnight for autonomous haulage system led to multiple patents manufacturers of autonomous mining equipment. and patent applications.
18 Caterpillar Global Mining / Viewpoint / issue 11 OVERCOMING PRECONCEPTIONS TO ENSURE THE SUCCESSFUL DEPLOYMENT OF AUTONOMOUS HAULAGE
CHANGE MANAGEMENT
“Working closely with customers, initiating “We first need to identify a problem and then real-life demonstrations on mine sites, having determine if a technology solution exists to address discussions with regulatory agencies and other it,” says Humphrey. “That technology may or not be stakeholders — these and many other activities autonomous haulage. In fact, there are more sites were necessary before autonomy could be fully that aren’t candidates for autonomy than there are and successfully launched,” he says. After decades sites that would benefit from the implementation of of effort, Caterpillar’s first official commercial this technology.” autonomous mine site went to work in 2011 in There are five key characteristics to look for when Farmington, New Mexico, USA. determining which sites are the best candidates for
ENSURING AUTONOMY IS THE RIGHT SOLUTION autonomous haulage: • Safety. Are there potential safety issues that While the early days of autonomy were exciting could be alleviated with autonomy? and mining companies and manufacturers were eager to see it come to life in the real world, these • Utilization. Is there an opportunity to pioneers recognized quickly that implementing eliminate significant delays such as shift a technology for technology’s sake should never changes, lunch breaks, meetings and training, etc., if drivers were not operating be a goal. the trucks? • Productivity. Are there efficiencies to be “It’s important to understand that resistance to gained with a higher degree of consistent change comes in two forms: conscious resistance and reliable truck performance, in addition and sub-conscious resistance,” Humphrey explains. to deployment velocity? Autonomy eliminates “Conscious resistance is based on real information driver-influenced inefficiencies such as truck that people have experienced first-hand or learned bunching behind an overly cautious driver or from sources they trust and respect. Sub-conscious dilution caused by loads going to unassigned resistance is more difficult to overcome and is locations. Additionally, it offers the ability to rooted in deep beliefs that may not have a legitimate remove trucks or add them to a circuit and cause. We have to find ways to identify the causes in is not dependent of the number of operators who showed up for work that day. order to overcome these negative perceptions.” • Remote Regions. Does the logistics of bringing Whether conscious or sub-conscious, Humphrey workers to a location where they must be shares several concerns that rise to the top when housed, fed, entertained, etc., present a considering potential resistance to autonomous challenge or create significant expense? haulage: 1/ Operators in an autonomous Autonomy reduces the infrastructure haulage application require • Socio-economic. One of the key benefits of requirements by reducing the number of specialized technology skills autonomy is the ability to improve a site’s and must be able to work people required on site. toward the mine plan. productivity with fewer people. A logical question • People – Skilled Resources. Is it difficult to find follows: Will the implementation of autonomy 1 skilled people who will be able and willing to put people out of work? If there are fewer people handle the challenges and rigor of a mining earning an income, how will that affect the lifestyle? Autonomy helps reduce the number local economy? Or does this technology provide of people that must be hired. opportunity for new or longer-life operations, MANAGING THE CHANGE thereby ensuring more employment for the rest of the mine staff? Once it is clear that autonomous haulage is the right technology solution, implementation can • Safety. While safety is a key reason for the begin. Humphrey stresses that nothing is more implementation of autonomy — keeping workers important in this beginning phase than initiating out of harm’s way — there are concerns that a formal change management process to overcome driverless trucks will lead to increased danger the resistance that is likely to occur. on a mine site. It’s one of the most important concerns that employees will have and it’s Caterpillar experts have identified three areas that essential to have the technologies in place and when combined can build a case for autonomy the answers ready to address these questions. that is greater than the resistance to change: • Mining Processes. How will autonomy affect the Urgency / Burning Platform. Sites must provide processes currently in place on the mine site? a legitimate reason for the change. What is Will the site adopt existing processes, adapt the autonomy and why is it needed? How is it ones it currently follows, or create new ones? going to help the operation improve safety, Will the site replicate or innovate? People increase productivity or overcome challenges? comfortable with the status quo may react Vision. What is the site hoping to achieve by unfavorably to a change in the way things the implementation of autonomy? What is the are done. vision for the operation in the future? • Regulatory. The implementation of autonomous First Steps. How will the site get started haulage will fall under strict regulations, both on its autonomy journey? Autonomy can internally at the corporate and site levels and be a monumental undertaking. Can the through regulatory agencies. How will the site operation take small steps and build up to adapt to these challenges? the final outcome?
20 Caterpillar Global Mining / Viewpoint / issue 11 1
ADOPTING A MULTI FACETED STRATEGY 1/ One of the key benefits of autonomy is the ability to While each site and its employees will have their own individual concerns and improve a site’s productivity with fewer people. However, demonstrate their resistance to change in different ways, there are some things that doesn’t necessarily that can be done to overcome the resistance and preconceptions that are a barrier to translate to lost jobs. Initiatives that help ensure autonomy implementation. the sustainability of operations can in turn ensure Minimize change. “The goal should be to minimize change whenever possible,” says longer-term employment for the rest of the mine staff. Humphrey. Because brownfield mines are the most likely locations for autonomy, the implementation will have to take place within the standard roads and incorporate the different types of loading tools currently being used. Autonomous machines must be able to go into these sites and work with the current equipment and the existing road configuration.
Minimize risk of the investment. Autonomous machines must be designed for autonomy, but also work in a standard mining operation with typical load and dump scenarios. For example, a truck does not need an operator cab when it’s being operated autonomously. However, with the significant investment mining companies make when purchasing a truck, they may want to be able to use that truck with a driver in the future.
21 “Knowing that the machine is not a single- Ensure compliance with internal policies and agency application-only vehicle will help alleviate this regulations. “It’s easier to meet these requirements concern,” Humphrey says. from the beginning than it is to try to adapt to them later on or launch an effort to get the regulations Introduce in stages. With a staged introduction, changed,” Humphrey says. “It’s very important to participants are brought into the discussion work with regulatory agencies well in advance to early and the building blocks of autonomy are ensure a complete understanding and consensus on implemented and successfully used before full the interpretation of the requirements.” autonomy is deployed. Adopt as many current processes as possible. Be disciplined in mine planning. While it’s In order to overcome resistance and get the support important to be able to integrate autonomy into of personnel, it’s important to adopt as many of the existing operations as seamlessly as possible, site’s current processes as possible into the new autonomy inherently requires more planning operation. “At the same time, be cautious that the discipline than a traditional loading and hauling current processes don’t artificially inhibit benefits scenario. “Autonomous trucks follow the plan of the technology. Once workers are comfortable you have developed, which is one of their greatest with the changes, it will be easier to transition values,” says Humphrey. “However, you have to to new processes that will further improve make sure your plan is a good one. Regimen and operations,” he says. “We should always look to the discipline are essential in planning autonomy to future, allowing the operation to evolve in order to ensure it is possible to meet production goals get the complete benefit of the technology.” today and in the future.”
Provide education, training and experience. GETTING THE RIGHT PEOPLE Informational sessions and specialized training At the heart of a successful autonomy programs for both hands-on workers as well implementation are the people as those on the periphery of the operation are involved. Change management isn’t essential, Humphrey says. ”There’s no such thing for everyone, and champions for as too much information when there is resistance the project — who lead by example to change, which means communication is key. and reinforce the importance of the Personnel need a point of contact — a dedicated, strategy — are essential. focused resource for answers.” Specialized training programs are also important. Caterpillar, “Change is fragile, and if there for example, built the first simulator-training- isn’t someone on site committed to based program to prepare people for autonomous maintaining forward progress, it’s operations. easy for sites to take a step backward,”
22 Caterpillar Global Mining / Viewpoint / issue 11 cautions Humphrey. “Good champions bring ENSURING SUCCESS people along through their leadership and continue Caterpillar believes implementing a game- to be involved. It’s important that these people changing technology like autonomy on a mine remain in this role for a long time to ensure site is a challenge worth tackling, Humphrey good continuity.” says. The benefits in terms of productivity, safety Operators, too, must be exceptional, with and efficiency can be highly significant in the broad skills beyond those of a typical operator. right application. Recognizing that there will be In an autonomous operation, they will need resistance to the changes required is essential to the specialized skills to successfully use the a successful implementation. autonomous technology while understanding “Don’t underestimate the time and planning that James D. Humphrey, a and working toward the mine plan. Autonomous Senior Mining Market will be required to overcome this resistance,” Professional for Caterpillar’s operations require a small team, which makes it Humphrey recommends. “Use the tools we’ve Global Mining organization, even more important that personnel are capable identified — such as minimizing change, deployed and managed the of handling a variety of tasks. first autonomous haulage introducing autonomy in stages, and providing operation in North America. “We call these people ‘experienced innovators,’ ” education and training — to improve the results He has over 30 years of says Humphrey. “They have the knowledge and of your change management efforts. And perhaps worldwide operational and technical experience in expertise to evaluate new situations — finding a way most importantly, choose the right people to the mining industry. His to do the right things and the safe things while at manage the change. You need strong, dedicated recent work with Caterpillar the same time being innovative enough to try new champions with the right balance of experience in the development of an autonomous haulage and an innovative attitude to successfully lead ideas and leverage the value of new technologies.” system led to multiple your autonomy efforts.” π patents and patent applications. Humphrey is a Mining Engineering graduate of the University of Missouri — Rolla (Missouri University of Science and Technology), and he is a Professional Engineer, a Registered Member of the Society for Mining, Metallurgy and Exploration (SME) and a member of the Mining Academy of Missouri S&T.
Humphrey has been a member of the SME for over 30 years and is currently Vice-Chair of the Mining and Exploration Division Executive Committee. He is a contributing author to Surface Mining 2nd edition, the Mining Engineering Handbook 3rd edition and the SME E-Learning programs. In addition, he has authored numerous technical papers and regularly chairs sessions at the SME annual meeting technical sessions.
Caterpillar Global Mining / Viewpoint 23 CLIFFS NATURAL RESOURCES’ PINNACLE UNDERGROUND COAL OPERATION IN WEST VIRGINIA, USA, HAS EXPERIENCED A NUMBER OF FIRSTS.
» It was the first longwall operation in the Pinnacle mine’s 2013 production totaled United States to use a plow rather than the 2.5 million tonnes (2.8 million tons). more common shearer for its primary The Pinnacle coal mine lies in southwestern production machine. West Virginia, near the city of Pineville, and » In 1989, it implemented the world’s first fully coal is mined from the Pocahontas #3 seam. automated plows, eliminating the need for an This seam lies at a depth between 300 and 500 operator at the face. meters (984 and 1,650 feet) and has an average thickness of 1.4 meters (54 inches). All mine » In 2012, with a new state-of-the-art longwall plow activities are in horizontal deposits, with an system manufactured by Bucyrus (now owned inclination of less than 5 degrees. by Caterpillar Inc.), the mine became the first to produce 29 400 tonnes (32,400 tons) in a 24- hour period — a world record.
» In 2013, those plows became the first to be rebuilt by Cat® dealer Carter MINE Machinery after the dealership took on the support of the former PINNACLE Bucyrus products purchased by Caterpillar in 2011.
» And in 2014, this mine claimed another first — BREAKS producing 32 400 tonnes (35,700 tons) and breaking its own world record for production. MINING THE WORLD POCAHONTAS SEAM
Pinnacle mine is wholly owned by Cliffs, a major supplier of low volatile metallurgical coal used worldwide to RECORD produce the highest quality metallurgical coke for the steel, merchant coke and FOR PLOW foundry coke industries. It is also used as a blast furnace injection product in steelmaking. PRODUCTION Cliffs’ North American coal reserves are some Coal has been mined at the of the largest high-quality metallurgical reserves Pinnacle site (formerly U.S. Steel #50) since in the United States. Cliffs owns and operates two 1969; since 1977, scores of panels have been metallurgical coal operations in West Virginia and mined using roof-fall exploitation with plows Alabama. Its Pinnacle Complex, made up of the and roof supports. Faces are extracted using Pinnacle and Green Ridge mines, as well as the the retreat mining system. Initially, four Pinnacle Preparation Plant, has a rated annual parallel entries were prepared on each side of capacity of 3.6 million tonnes (4.0 million tons). the face, resulting in very high heading costs.
24 Caterpillar Global Mining MINE PINNACLE BREAKS WORLD RECORD FOR PLOW PRODUCTION The number of entries was later reduced to three to a new plow guide in 1991, a new armored face enable timely preparation of the entries for the next conveyor (AFC) drive system called Controlled Start panel, an issue because of the high mining speeds Transmission (CST) in 1994, and a new plow body of the plow system. For this reason, transport and in 1995. In 1999, an additional fully automated conveyance were located in a common entry. The plow system was installed. Over the years, plow entries at Pinnacle have a height of approximately power increased from 2 x 270 kW (362 hp) to 2 x 1.8 meters (70 inches). Only the main transport 400 kW (536 hp), then to 2 x 600 kW (800 hp). and conveyance entries have a height of 2 meters After more than 10 years of very intense mining (79 inches). Initially, coal was transported to the activity, the Pinnacle mine decided to purchase a surface by rail carriages, but a central belt conveyor completely new longwall system. A comprehensive was later installed. study of available technologies was undertaken The mine complex employs about 550 workers and to select the most reliable and efficient system estimates a total annual economic impact on the and ensure the lowest possible production costs. region of US$193 million, with US$20.4 million After a very detailed analysis, Cliffs decided to stay of that amount being its contribution to state and with what was working and purchase a new plow local taxes. system — still manufactured in Lünen, Germany, but this time by Bucyrus, which would become part PLOWING INSTEAD OF SHEARING of Caterpillar less than two years later.
A number of factors make the Pinnacle mine In July 2010, the system was assembled and unique, but one of the most notable is the site’s extensively tested in Houston, Pennsylvania, a decision to use longwall plows rather than shearers. Bucyrus room and pillar equipment manufacturing While plows are slowly becoming the system of facility in the same region as Pinnacle, before being choice for longwall mining in seams with an set up, tested and screened on site that same year. average height under 1.8 meters (70 inches), Pinnacle was the first to adopt this method in 1977 The GH1600 plow system has 2 x 600/300 kW and today — nearly 40 years later — remains the (2 x 800/400 hp) of installed power for the plow, only longwall mine in the United States to use a with two operating speeds of 2.0/1.0 meters per longwall plow. second (395/197 feet per minute) and 2 x 600 kW (2 x 800 hp) installed power for the AFC. Each “While many mines around the world embrace roof support in the system has a total leg cylinder the use of plows, all of the longwall systems in the capacity of 649 tonnes (715 tons) with an operating United States use shearers,” says Rodney Mowles, height range of 890 to 1968 millimeters (35 to mining operations manager at Carter Machinery. 77.5 inches) and is equipped with its own PMC-R “But Pinnacle felt decades ago that with the blocks electrohydraulic roof support control. Other units of coal they have, and the height of their seams, a from the Cat Programmable Mining Control plow better suited their needs. They still believe family are used for overall face automation and that today.” visualization, as well as for drive control. The The plow used in 1977, though, was vastly different longwall is equipped with a PF4/1132 face conveyor, than the modern machines of the last few decades. a PF4/1542 stageloader and a SB0815 V-belt crusher In the late 1980s, the mine decided to build on the with a 225 kW (300 hp) motor. success it had with early plows and purchase a new KEEPING PRODUCTION MOVING system that incorporated the latest technologies. The two longwall plow systems delivered to the In order to ensure peak productivity from its mine in 1989 and 1990 by Westfalia Lünen of longwall system, Pinnacle follows a strict preventive Germany (a predecessor of Bucyrus/Caterpillar), maintenance plan for the GH1600 plows. “We were the world’s first fully automated plows. take the plow down for two hours every day for maintenance,” says Tyler Davis, Cliffs’ longwall As Pinnacle continued to successfully produce, manager, who is responsible for the Pinnacle site. updates were made to that system — including Underground mines typically perform this type ENABLING CONTINUOUS PRODUCTION of maintenance themselves, and Pinnacle is no With two plow systems that are designed for more exception. Mine personnel take care of equipment efficient movement from face to face, and support on a daily basis, relying on the manufacturer equipment on hand to prepare the site, Pinnacle for parts and support when specific expertise is mine is able to begin mining on a new face almost required — such as troubleshooting problems, immediately after the previous one is completed. maintaining automation or other complicated Continuous miners, including two Cat CM340s, technologies, and performing major activities like dig out entryways and get the faces ready for the machine rebuilds. longwall. While one panel is being mined, the next Carter Machinery has provided maintenance and is being prepared to keep production moving. support for equipment on the surface side of the At about 2590 meters (8,500 feet) long, each panel Pinnacle operation for a number of years. “An takes between seven and nine months to plow. underground coal operation requires construction While one plow is hard at work, the other is getting on the surface,” says Scott Looney, Carter mining maintained and prepared for the next panel. That area manager. “The infrastructure must be in place preparation typically requires a complete rebuild of to process, load and ship the coal, and we maintain the machine. the Cat equipment they use in the process.” Surface equipment includes Cat D10 and D9 dozers and In the past, rebuilds of the GH1600s were done 988B and 980 wheel loaders. by the plow’s manufacturer. With the Caterpillar purchase of Bucyrus, that process became the “As we were coming on board with the Bucyrus BEFORE responsibility of Carter Machinery. Carter took responsibility, we sat down with the managers of over the Bucyrus business just weeks before the Pinnacle,” says Mowles. “We talked through the Crusher first rebuild was scheduled. Mowles admits it was a surface side, where we do most of the wrench- challenging time. turning. We’re trying to work with them and AFTER get a similar relationship with the underground While personnel at the prep plant have been operation. Right now they do their own repairs, and partnering with Carter for decades, those we help by providing technical information. We responsible for the mine’s underground operations work remotely as well as go underground with them were not familiar with the dealer. “We hadn’t even to figure things out together.” met most of the underground mine people,” says Looney. “We hadn’t had an opportunity to build Because the plows are automated, computers are their confidence in what we can do.” an essential component. One employee sits in a control box, where he operates the plow and roof Pinnacle finished mining a panel in June 2013 supports remotely through a computer system. and the plow was scheduled to be put back to work At the same time, Carter technicians are able to in January 2014. The mine worked so efficiently, access and troubleshoot this equipment from the though, that they got ahead of schedule — which surface if needed. meant they would be ready to start mining another panel in October. “Our technicians have access to the computer systems from above ground,” says Mowles. While the urgency put additional pressure on “They can sit at home and see how the plow is Carter, delaying the mine’s production was never an operating. We can take readings and fix problems option, says Looney. “We had to move faster than we expected, without ever leaving the computer.” This work but we knew we had to stay on their schedule. is supported by technical service representatives Even though preparation delayed the new panel who go underground to get a firsthand look at the equipment, and then communicate it back to the until December, we had it ready to go in October.” surface. “Yes, the computer can tell us a lot, but we also rely on having someone see it in person,” Mowles says.
Caterpillar Global Mining / Viewpoint 27 GETTING UP TO SPEED COMPLETING THE REBUILD
The Carter team recognizes and understands The longwall rebuild encompassed a complete that Pinnacle viewed the rebuild with a bit of rebuild of the GH1600 Plow headgate and tailgate apprehension. “Of course there was some hesitation armored face conveyor drive, the headgate and on Pinnacle’s part,” says Mowles. “The plow is tailgate special AFC pans, the stageloader drives essential to their productivity. They can’t have it and return end, the complete crusher, and all going down in the middle of the cycle. We knew gearboxes for the plow, AFC and stageloader. that we couldn’t let that happen. We had to get At the same time, Carter was able to solve some the rebuild done on time, and the machine had BEFORE ongoing problems the mine had had with the plow. to be ready to run for as long as it took to mine “We wanted to address these issues together,” says Stage loader that next panel.” Davis. “So in addition to doing the rebuild, the While Carter took over responsibility for Bucyrus Carter team was diligent about finding a fix for AFTER equipment just weeks before the Pinnacle plow these problems. Some of them were very minor, rebuild, the dealership had been preparing for but they were a big deal to the dealer. They wanted that day for many months. Mowles credits the it to be right.” Caterpillar integration team for making the process Davis was pleased with the overall process as well as comprehensive as possible. as the outcome of the rebuild. “It went really well,” “Caterpillar committed to doing anything and he says. “They do a good rebuild.” everything to train dealerships to handle this type of process,” says Mowles. The Caterpillar facility DELIVERING ADDITIONAL ADVANTAGES in Houston, Pennsylvania, was on call to answer While Pinnacle hadn’t considered its previous questions anytime. Carter personnel visited the plow maintenance process a challenge, the mine facility on a number of occasions to watch rebuilds has begun to appreciate additional benefits that in progress. Carter technicians were sent to work partnering with a Cat dealer can deliver. alongside them, and former Bucyrus employees More personalized attention is a key advantage. joined the Carter team to ensure a seamless “We’re seeing that our mining customers find our transition. partnership approach and personalized service a “I’m working with many of the same welcome change from what they were used to,” technicians we’ve always worked with but now says Mowles. “It’s a real differentiator for those they work for the Cat dealer,” says Davis. sites that were accustomed to dealing directly with equipment manufacturers.” “They continue making the service calls. However, now they are more available to us, and The dealership’s proximity to the mine helps in that effort. With a branch fewer than 5 kilometers parts and knowledge are also easily accessible.” (3 miles) from the mine, support is literally just Carter found Caterpillar’s support during the minutes away. “The longwall manager passes by transition invaluable. “One of the best things our store on the way to work,” says Looney. “It’s a I’ve ever seen Caterpillar do was this integration great convenience to the customer. They can stop in process,” says Mowles. “They helped in every and check on their equipment and ask questions.” way they could.” In addition, the location where the rebuilds take In addition, Carter personnel learned as much place is just 48 kilometers (30 miles) from the as they could on site, visiting the Pinnacle mine. With previous rebuilds, the plow would have underground mine while the plow was in operation. to be hauled to Pennsylvania — over 400 kilometers (250 miles) away. The rebuilt plow, “We wanted to watch it in action, see how they use ready to be shipped it, understand how it works,” says Looney.
28 Caterpillar Global Mining / Viewpoint / issue 11 “Pinnacle made multiple visits to see the rebuild selected to optimize loading of the in progress,” says Looney. “Some were announced face conveyor. and some were not. And we were OK with that. Davis gives credit to the maintenance team We want to be their partner. We want them to feel for its role in setting the production record. PLOWS VS. comfortable stopping in.” “You have to have the plow up and running SHEARERS Being on site during parts of the rebuild helped or nothing will be happening,” says Davis. IN LONGWALL Pinnacle personnel become more comfortable with “That’s why we are so diligent about our the process. “They saw our equipment, our tools, two-hour preventive maintenance downtime APPLICATIONS our facility,” says Looney. “That helped a lot.” each day. On the day we set the record, we felt The majority of the mining confident skipping that two hours and ran the industry agrees that the longwall Mowles stresses that the connection customers plow 24 hours without stopping. If we would method is more effective have with the manufacturer is not lost by the dealer than room and pillar mining not have been so diligent in our maintenance model. “We have a large voice with Caterpillar,” he in low seams, but there has practices, we would not have broken the says. “So the fear that mine sites lose the ability to been disagreement when record.” reach the manufacturer is unfounded. In fact, the determining whether the plow or shearer is the best choice opposite is true. We understand our customers’ Pinnacle recognizes the role both its own for longwall operations. Two issues and carry that message back to Caterpillar. maintenance team and the technicians from Caterpillar experts recently And they listen to us.” Carter play in the overall success of the published a paper comparing underground operation. the performance of plows and SETTING RECORDS AND EARNING RESPECT shearers under comparable “We have a really good relationship,” says conditions, determining that the While there was some hesitation on Pinnacle’s part Davis. “Whatever time I call them, if I am answer lies in the thickness of when Carter performed its first rebuild, the end having an issue in the middle of the night, the seam. result was an overwhelming success. In fact, just a I can call any of them. They will fix it remotely Advancements in drive, control few months after putting the plow back to work, the if possible, or they will come right down. and transmission systems — with mine broke its own world record for production. Carter has made my life a little more pain- more powerful motors, a stronger plow chain, increased plow In a 24-hour period on April 10 and 11, 2014, free,” says Davis. “My headaches are less speeds, higher advancing force the Pinnacle longwall produced 32 411 tonnes with them on board.” provided by the roof supports, (35,724 tons) at a seam height of just 1.42 meters Caterpillar, too, gives Carter credit for precise control of the cutting depth, and plow bit design (56 inches) along the 298-meter (980-foot) stepping up into its new role. “Supporting and longwall face. The previous record of 29 423 tonnes improvements — have combined rebuilding a longwall plow system was a new to make plowing the preferred (32,430 tons) was set by Pinnacle in August 2012. experience for the Carter service team,” says method in low and medium “Caterpillar congratulates the Pinnacle team for Chris Curfman, president of the Caterpillar seam heights. this great achievement,” says Denise Johnson, Global Mining sales and support division. president of Caterpillar’s Material Handling and “However, given the record production results » READ MORE AT VIEWPOINTMINING.COM Underground division. “Without their efforts and attained by the rebuilt system at Pinnacle, it’s dedication this record would not have been possible. obvious that they are up to the challenge of To safely deliver that kind of output from such a supporting the underground product lines at thin seam is remarkable. We have been privileged the same high standards and quality level that to work alongside their team.” they have been delivering for many years on the traditional Cat surface mining products.” To set the new record, the cutting depth was calibrated to cut 140 millimeters (5.5 inches) at From Carter’s perspective, the customer’s a speed of 2.0 meters per second (197 feet per success is its own success. “Our goal is to minute) while traveling toward the headgate, and maintain equipment, perform rebuilds, 250 millimeters (9.8 inches) traveling at 1.0 meter whatever we’re doing, to please our per second (395 feet per minute) to the tailgate. customers,” says Mowles. “If we fail in any The depths and speeds are customizable and were manner, then we’re a failure. That’s how we build our reputation.” π For decades, mining companies have recognized that fatigue and distraction are having an impact on their operations. But many don’t know the magnitude of that impact — the risks it imposes and the overall cost to the bottom line. A new approach is making it possible for mines to The effort is led by senior consultant Todd Dawson, finally get the full picture — combining the latest who over the past 20 years has become one of the leading experts in developing and implementing technologies with people and processes to drive comprehensive fatigue risk management systems zero-incident performance. in large and complex environments. He has played an integral role in shaping the landscape of fatigue Studies have shown that more than 40 percent of management in a number of industries, mixing a employees who work non-daytime hours report strong academic and research background with real- nodding off several times per week — or even per world experience. shift. Fatigue is considered a leading contributor to
35 to 40 percent of all incidents. By some estimates, UNDERSTANDING THE CAUSES shift workers have been conservatively projected to There are many contributors to fatigue and cost companies as much as us$10,000 per employee per year over their traditional daytime counterparts distraction — long working hours, low lighting, in higher healthcare costs, reduced performance repetitive duties, shift schedules and solitary work and increased incidents. environments. All are characteristics of mining operations. But these numbers have never been fully validated and the direct impact of fatigue on operations “But it’s not just people who are can be difficult to measure. New information is in shift work operations or those indicating that the impact may be much greater. working long hours or night shifts Effectively controlling fatigue and distraction may who experience fatigue,” be the biggest single opportunity to reduce serious says Dawson. incidents, injuries and fatalities in mobile fleets. “It exists even As a result, the rate of adoption of fatigue in our straight management programs is quickly accelerating in a number of fields. day operations.”
As an equipment manufacturer and partner on mine sites around the world, Caterpillar has been involved in the search for — and development of — fatigue-mitigating technologies and processes for many years. The company’s Safety Services organization has made helping customers manage fatigue one of its key focus areas, offering a complete solution that combines technology with consulting services to help customers build and sustain a culture that supports fatigue management.
30 Viewpoint / issue 11 IMPROVING SAFETY THROUGH TECHNOLOGY AND CONTINUOUS IMPROVEMENT FATIGUE AND DISTRACTION MANAGEMENT Dawson says the root sources of fatigue fall into to get good sleep? Do we look at job tasks three categories: physiological, behavioral and and vary monotonous tasks? Do we look operational. at policies and procedures, putting limits on the number of hours that people can 1. PHYSIOLOGICAL work or the number of days they can work On a daily basis, all people experience times in a row?” when they are most alert and times when they are more fatigued. Physiological causes of Cultural differences also need to be fatigue include: considered. In North America, workers are accustomed to sleeping in a single-family home, • Sleep profile — how much rest is in their own beds. In other cultures, operators achieved during sleep may share a home with a large extended family, • Medical issues — such as sleep apnea which makes it difficult to rest. In remote locations, and restless leg syndrome workers may be on a bus for several hours before • Time of day — working a shift that their shift begins, which contributes to fatigue. falls during a typical sleep time “We need to appreciate where everyone is coming • Genetics from,” says Caterpillar Global Mining Safety Solutions Manager David Edwards, PhD, an expert 2. BEHAVIORAL in Human Factors and researcher in operator Behavioral causes of fatigue include: fatigue. “We must take into account the workforce’s • Diet unique challenges and build a fatigue management • Sleep priority solution that fits their circumstances.”
• Exercise RECOGNIZING THE CONSEQUENCES • Activities away from work Fatigued operators can lose the cognitive ability “These causes are usually based on the choices to react safely to changes in their environment, that we make as individuals,” says Dawson. and the consequences can be disastrous — from “What kind of priority do we put on our injuries to loss of life. “These obvious consequences sleep? Do we skimp on sleep when we have are top of mind and receive the most focus,” says to do personal things or work overtime? Do Dawson. “These ‘big ticket items’ are serious and we get called in the middle of the night to fix very important — but perhaps are not as prevalent something, or fill in for someone who didn’t as some others.” show up? We have choices that we make and It’s the symptoms that occur on a daily basis those obviously influence our fatigue.” that can have the most significant impact on an 3. OPERATIONAL operation, he says. For example:
• Schedules • Increases in absenteeism. “This may seem like a small thing, but when you look at the • Time spent on task percentages there is a definite impact on the • Site policies and procedures bottom line. If people are taking days off • Workplace design. This includes because they are ‘sick and tired,’ then that lighting and colors as well as the outside starts to become an issue.” environment — high heat, high altitude, • Losses in productivity humidity, etc. • Equipment losses due to abuse or damage “When we talk about operational issues, we’re • Property damage looking at the schedules and rosters,” explains • Higher fuel usage Dawson. “Do we provide enough opportunity in our shift schedule to give people time
32 Caterpillar Global Mining / Viewpoint / issue 11 • Overall health of the workforce, which can While Dawson gives credit to operators who are influence productivity as well as health care aware of and try to manage the problem, it’s very and workers’ compensation costs difficult for an operator to address his or her own “Any one of these consequences can result in a fatigue. “We lose track of what it feels like to be challenging scenario for employees — and fully alert and so that frame of reference starts a significant financial risk for the operation,” to go away. So if you ask anybody at any given says Dawson. moment how they feel, most of the time they will say they are fine. We lose our ability to self- MANAGING THE SITUATION measure and identify how fatigued we are. And There are few, if any, mine sites in the world that that increases our risk.” don’t recognize that operator fatigue and distraction FINDING A COMPREHENSIVE SOLUTION are issues that need to be addressed. Over the past decades they have tried to manage the situation Throughout their decades-long research into through policies and procedures, and through fatigue management solutions, Caterpillar experts various education, training, scheduling, diet and have come to the realization that there is no single motivational efforts. solution to the problem.
“Sites have focused on scheduling and roster Edwards predicted this outcome nearly 10 years ago. solutions, ensuring that they have the right “There are some things you cannot change,” he said schedule to fit the amount of work that has to in 2007. “No matter how much you do, you can’t be done with the staffing levels that they have,” prevent it from happening. The best thing you can says Dawson. “A lot of good work has been done hope for is to manage and mitigate the risk.” providing education and awareness programs for operators and employees.”
Ultimately, though, it is often left up to the individual operators to manage their own fatigue. While many shift workers are well-trained and highly skilled, most have never been trained in how to deal with fatigue, But saying that there is no single solution doesn’t manage their sleep schedule or adapt to the social mean there isn’t a way to manage the situation. and physical challenges that come with shift work. It just takes a combination of tools, technologies, processes and culture changes—a complete system. “The way that translates a lot of times is to drink more caffeine, “What we’re recommending as a solution, and what we are now able to offer to our customers, have another cup of coffee, and is a complete Fatigue Risk Management System suck it up,” says Dawson. (FRMS),” says Edwards. FRMS incorporates “That can work to a certain extent. technology to predict, measure and mitigate fatigue There is a bit of strength in the mind events, and provides operators with the knowledge that can get through certain times and tools to improve their alertness. Through this of fatigue. But the reality is that combination of technology, people, processes and systems — along with comprehensive monitoring once certain levels of fatigue begin and analysis capabilities — FRMS can reliably to set in, it’s difficult for us to reduce the risk of operator fatigue. overcome those.”
Caterpillar Global Mining / Viewpoint 33 Dawson explains that while the FRMS approach TAKING ADVANTAGE OF TECHNOLOGY has been around for quite some time, it has gone New and existing technologies are changing through an evolution that is now making it a robust the way fatigue can be managed. Caterpillar has answer to this important challenge. spent decades investigating the right technology “There were periods of time when a lot of people solutions. There are caps that measure brain waves, had a fatigue management plan or alertness glasses that have tiny cameras inside, and in-cab assurance programs,” says Dawson. “And they technologies that measure eye movement and often were very well-written, excellent documents driving habits. that were very comprehensive. But one of the “The reality is, technology can take a lot of forms,” things they lacked was a process that allowed for says Dawson. “Some of them are designed to deal continuous improvement. The program would be with the physiological challenges. Others help to implemented, the book that governed it was put on educate and create awareness around behavioral the shelf and it collected dust. And so there was this challenges. Others still are focused more on the initial ‘put a Band-Aid on it’ approach. But what we operational side, so they live and exist within the know now is that it is continuous improvement that operation itself. All of those together form kind of a makes a robust and strong fatigue management band around our fatigue challenge and, depending system.” on what our problems are, we have to decide which Caterpillar’s FRMS is a holistic approach to of these technologies fit best.” managing fatigue that is part of a continuous In addition to those technologies that have a process, Dawson explains. “You engage, you assess direct impact on the challenges, another type of technology that can have a significant impact are the systems or databases that help sites identify,
In machines where the track and assess trends in their fatigue metrics. Driver Safety System is installed, sensors inside “These kinds of databases and technologies, the operator’s cab provide critical information that is whether they’re in the Cloud or on site, are what used to prevent accidents. help us as part of that continuous improvement,” There is no need for operators to interact says Dawson. “It’s important to use the data that with the system. comes out of a wearable technology or an in-cab technology.”
SELECTING A TECHNOLOGY PARTNER
A partnership with a leading fatigue management technology company — Seeing Machines — has helped Caterpillar in the growth of its complete FRMS. While there are several technologies that are used in a holistic system, the key technology component Caterpillar offers is the Driver Safety System (DSS).
The DSS machine technology uses infrared cameras and sensors to detect facial features and, more specifically, characteristics of the eyes. The the current state, you define, system continuously measures operator eye and develop, implement and check. Did eyelid behavior to determine the onset of fatigue we have a positive impact? Do we need to and microsleeps and delivers real-time detection make changes? Do we need to address some other and alerts. issues? And that process continues to go around.”
34 Caterpillar Global Mining / Viewpoint / issue 11 One of the differentiators between the FREEPORT-MCMORAN: DSS and other technologies available MANAGING FATIGUE FOR DECADES — is that there is no need for the driver to AND CONTINUING TO IMPROVE physically interact with the system. The driver does not have to wear glasses or When it comes to mine site safety, international mining company Freeport-McMoRan a hat, and automatic initialization and has been an industry leader for decades. Safety practices are integrated into all calibration of the dash-mounted camera aspects of the company’s operational activities around the world — from its large requires no input from the operator. In copper and gold deposits in Grasberg, Indonesia, to the large-scale Morenci minerals a sense, the system is transparent to the district in North America and the Cerro Verde operation in Peru, to the TFM copper operator. and cobalt mine in the Democratic Republic of Congo. A leading producer of copper, gold, molybdenum, cobalt, oil and gas, Freeport-McMoRan (FCX) is headquartered in The DSS looks for two things: Phoenix, Arizona, USA. distraction and fatigue. Distraction One focus of the company’s safety efforts has been the management of operator events are times when an operator fatigue and distraction. FCX had a fatigue management program in place more than is looking away from the task at a decade ago, working with employees on sleep habits and helping them manage the hand — using a cell phone, reading, difficult lifestyle of shift work. glancing out the window. “These are “Freeport-McMoRan has been ahead of the curve on this topic,” says David Edwards, long glances away,” says Dawson. “The a safety solutions manager in the Caterpillar Global Mining organization. “Just as system is intelligent enough to identify Caterpillar has been looking for the right a glance that we want, such as a mirror combinations of technologies and processes to manage this risk, Freeport check or a check for obstructions, has been on a parallel path.” compared to someone who is looking down at a cell The project was driven by John Caylor, a Freeport McMoRan vice president who phone and recognized the significance of fatigue and texting while distraction and who supported the team driving.” searching for new technologies in safety. “We’ve had incidents through time that Fatigue- are directly related to fatigue,” says related Caylor. “We knew it was an issue and we events are knew we wanted a system that would times when help us manage it.” the camera The majority of FCX sites around the actually picks up eye closures. It has world have had fatigue management the intelligence to tell the difference plans in place, but most did not leverage the latest technology in their efforts. between a long blink and a fatigue- Technologies available today include safety glasses that incorporate miniature related event. cameras, baseball caps that calculate drowsiness by measuring brain waves, and the dash-mounted Driver Safety System (DSS). There are usually three steps to FCX selected the DSS as its corporate fatigue monitoring technology, initially on the full implementation of the DSS: a trial basis, and was immediately impressed with the results. 1. CREATING A BASELINE. “From our baseline reports to the current day, we have “We’re trying to get a picture or had a significant reduction in fatigue-related incidents,” a sense of what is going on in the operation today,” says Dawson. says Tim Cuestas, a safety engineer who leads the “We want a sense of how big the current implementation of the technology. problem is, how many of these To date, FCX has installed the DSS at 11 of its sites — two in South America, events we are having. And we do one in Indonesia and eight in North America. (continued on page 37) that without any intervention with the operator.”
Caterpillar Global Mining / Viewpoint 35 2. ENABLING ALARMS. Once the baseline is BUILDING AWARENESS developed, alarms are turned on in the cab. One of the first — and most important — outcomes “These can be a combination of a rumble in of a FRMS is awareness. Leveraging technologies the seat, voice commands or alarms that can like the DSS gives management and operators what go off,” he explains. “They’re not designed may be their first real look into the significance to startle or to scare a person awake, but to of fatigue and how important it is that they take notify and let them know that something is responsibility for mitigating it. going on that may need some attention.” The operator is not the only person to receive a At the management level, the collection of data notification of an event. At the same time, the allows leaders to see the risks of fatigue and DSS is collecting data and reporting back to a distraction — where they are, what they are, the central location, often a dispatch center. scale, and the potential benefits that can be realized by managing them. 3. INTERVENING. The next phase is an intervention that takes place as a result of the At the same time, the drivers themselves start alarms. Sites that implement the DSS will to recognize their own fatigue and the impact have a fatigue management plan in place to it can have. “Without some kind of an objective dictate how interventions will be handled. measurement, it’s very difficult for any of us If a fatigue-related event is detected, to identify how much at risk we are for falling what does the operator do? What does asleep,” says Dawson. “Often, in our own frame the supervisor do? At what point does a of reference, we know we’re tired but we tell supervisor talk to the operator? ourselves that we’re OK. One of the benefits of these technologies, like the DSS, is that we start to recognize as individuals what our behaviors are, and what impact our choices outside of work have on our day-to-day operations within a mine site.”
The data also makes it possible to determine those times of excessive drowsiness that don’t result in an incident or accident. This data can be used to identify when people are most at risk, or if there are specific areas within the operation that lend themselves to times of fatigue or distraction. “At some point there has to be an intervention, “Is there a particular part of the haul road where especially if there are multiple fatigue events we’re just grinding away at 8 miles per hour, and throughout the course of a shift,” says Dawson. the monotony starts to set in? These technologies “The supervisor can look for alternatives and see those times, and we’re able to predict when determine if that person should be relieved of their fatigue might become an issue,” Dawson says. “So duties, or if they can be brought back to a state we can identify times and places or types of work where they are not experiencing those fatigue- that are at higher risk without an event actually related or distraction events.” occurring. This allows us to put programs in place that really meet the needs of what the site-specific The use of the DSS, initially designed for the operation is.” transportation industry, is growing rapidly in the mining industry. The system has been installed in COVERING MULTIPLE LAYERS more than 5,000 haul trucks and has more than The results that mine sites have seen with the 8 million hours of operation on mine sites. implementation of the DSS are promising, says Edwards. But the technology itself cannot be solely responsible for improved safety.
36 Caterpillar Global Mining / Viewpoint / issue 11 (continued from page 35)
Dawson describes a complete fatigue PILOTING THE SYSTEM management system as having multiple Freeport-McMoRan selected its Safford open pit copper mining complex in southeast layers of protection, reducing the risk Arizona, USA, as the pilot for its DSS implementation. The operation consists of two that a hazard can pass through all of open pits feeding a crushing facility with a capacity of 103 000 tonnes (113,538 tons) the layers. DSS technology is just one per day. of these layers. Other important The DSS system was not originally designed for mining, and there were some initial elements include: issues when the pilot began. “We grew along with the DSS as it was improved, and we worked on how we use it,” says Cuestas. “The system is now achieving about • Leadership support 95 percent availability.” The Safford pilot project began with a DSS system installed • Defined protocols on 10 trucks, about half the fleet at the time.
• Training and education OVERCOMING HURDLES for drivers Aside from the initial growing pains of implementing any new technology, – How to manage sleep Cuestas says the biggest hurdle to the successful implementation of the DSS was gaining the acceptance of the operators who were uncomfortable with the idea of – How to maintain alertness being “watched” by the system and were concerned about what their supervisors’ – How to eat healthy and have responses would be to an incident. a healthy lifestyle Cuestas cites good communication – Understanding medical challenges that may and understanding as the keys to cause fatigue overcoming this initial opposition. “We had to show them that this is really there for their benefit. Its sole purpose is to get them home to their families. It is only looking at fatigue events — it’s not recording them all day long.” “You have to develop that upfront framework,” Edwards recommends. “Education and awareness are so important. You have to get the information out about how the DSS can benefit individual operators and the site as a whole. You have to get in front of the employees.”
Edwards also stresses the importance of having a very clear plan “When these pieces are in for how fatigue events will be managed — how an intervention place, it’s not uncommon to will be handled and what the organization will do to support see a 90 percent reduction operators who have incidents or events. or higher in fatigue-related “You need to develop ahead of time what the intervention plan will look like,” says Edwards. “Identify who is responsible for it and what steps will be taken if there is events and similarly positive an event or intervention required. Then you have to communicate that, along with numbers in the distraction the technical information the operators need. You have to be available to answer events,” says Dawson. questions and listen to concerns.” Cuestas says it took a few attempts before the Safford site came up with an CHANGING A CULTURE intervention protocol and approach that works. “We ended up taking a soft approach,” he recalls. “We’re caring and speak to them about why we’re investing in As operators become more aware of this — it’s for their safety. We talk to our supervisors and communicate that how they their own behaviors, sites can begin deliver the lesson is critical. It’s important that all of the supervisors address issues in to see a change in the way they think the same way.” (continued on page 39) about fatigue and how to manage it. They keep track of their activities
Caterpillar Global Mining / Viewpoint 37 away from work in order to have fewer fatigue- or they’re robust, they’re rugged, they can stand up distraction-related events captured by to the wear and tear on even our heaviest sites. But the DSS. without a change management process, you tend to find that the technology doesn’t work so well.” Dawson shares this example: “We know that seven hours of sleep is what most people need to feel alert Support at a management level is key. “There and well-rested. And we find that people working a has to be clear ownership and leadership support night shift will get on average around five. A typical for the process,” Dawson continues. “There’s the CATERPILLAR discussion around the coffee pot in the break room day-to-day management of the data. What do I do FATIGUE RISK revolves around sleep — not how much operators if I have a fatigue-related event? Those activities MANAGEMENT get, but how little. In some cases it’s considered a all need to be spelled out and handled, and a clear SYSTEM bit of a badge of honor to say, ‘I’m tough. I only got message sent to all layers of an operational site on To help its customers three hours and here I am, ready to work.’ As the what the path forward will be and how a situation in the mining industry DSS data builds awareness and the culture begins will be handled. Without that, the risk of failure manage the significant to change, operators are more proud to say they got increases significantly.” impact that fatigue, seven hours of sleep.” sleepiness and distraction Dawson says that from a site leadership role, there can have on their sites, By combining technologies like the DSS with other must be some type of outward-facing, visible sign Caterpillar has combined Caterpillar fatigue management services, sites can that FRMS is being supported; however, equally technologies, processes start to affect a change in behaviors at work, and important are the less visible signs. “There are and expertise into a complete Fatigue Risk also start to influence and have positive impact on a lot of ways that leadership at a higher level can Management System behavior away from work. Operators begin to focus influence and show their support, not the least of (FRMS). on their fitness for duty and make better choices which is financial, providing funding for the types With specialized in-cab about what to eat and how much of programs and activities that you really need to equipment that alerts an sleep they need. have as part of a healthy fatigue risk management operator when a fatigue system.” or distraction event “No longer does fitness for duty is detected and data mean stopping for 32 ounces of Over the past 20 years, Dawson has learned monitoring to identify risk coffee on the way into work,” says that support from site leadership and direct trends, FRMS can help Dawson. “The focus starts to be supervisors goes a long way to helping sites sites prevent incidents in more on sleep quantity — and sleep overcome the initial resistance from operators who the moment and give line of sight to a host of factors quality. Typically we focus on how may be uncomfortable with having their in-cab that influence safety and much sleep we got; sometimes the movements so closely monitored. operational performance. better question is ‘How good was your sleep?’” Caterpillar also offers “If an operator shows up for a shift safety management OVERCOMING OPPOSITION AND and suddenly there’s a camera in consulting and training MANAGING CHANGE his cab, that typically doesn’t go to help sites build and sustain a culture that While state-of-the-art technologies, defined over well,” says Dawson. “But in supports their fatigue processes and protocols go a long way in helping places where we have been able to management system. sites manage fatigue and distraction, without the make the end user aware of the goal, buy-in from everyone in the organization, the full and how it benefits him or her, » READ MORE AT benefits of a FRMS cannot be realized. VIEWPOINTMINING.COM that’s where we have success.” “My experience over these many years has shown me that those technologies that have some kind of End users want to know what is being measured, a support or implementation change process are what supervisors are viewing, what will be the ones that succeed,” says Dawson. “Many of the reported — and how it will be acted upon. technologies that are available today do exactly what It is essential that leaders support operators in their they’re supposed to do. They’ve been scientifically fatigue management efforts. “We’ve found that a validated, they’ve worked well in field studies, disciplinary approach typically doesn’t have the
38 Caterpillar Global Mining / Viewpoint / issue 11 desired results,” says Dawson. “It leads (continued from page 37) FCX has developed an intervention protocol that focuses on to under-reporting or non-reporting being helpful rather than disciplinary. “We track high fatigue offenders — those who of incidents, events and near misses. get a lot of alerts,” says Cuestas. “And then we consult with them. We try to get to the cause of the problem and see if there’s something we can do to help. Together we And it also doesn’t solve the inherent come up with a plan and continue evaluating their progress.” problem, which is the operator is fatigued.” SHARING RESPONSIBILITIES
“The reason we’re implementing In addition to having operator buy-in, support from the entire organization has been technology is for their personal critical to the success of the program. The site’s general manager, mine manager, shift supervisors and Human Resources department all have a responsibility for safety and to help them manage this fatigue management. situation. Think back to those moments when you’ve experienced fatigue. It’s “It takes the support of the entire organization,” terribly frustrating. You’re fighting says Caylor. “The operations department ‘owns’ and struggling just to stay awake. And the system, coaching is provided by the safety team, this allows us to give them a kind of and the maintenance team ensures that we’re able to safety net that can help keep them awake and alert them when they are use the system with confidence. They all need to work starting to experience fatigue. It’s a non- together, with the overall purpose of saving lives.” disciplinary support mechanism to help CONTINUING TO IMPROVE them through those difficult times.” FCX recognizes that the DSS is just one tool in its Dawson stresses that while the DSS fatigue-management toolbox, and understands that can serve as a safety net, it’s not meant without many other pieces in place, it won’t do its job. The company continues with its other fatigue- management initiatives and has daily, weekly and monthly conversations about this important topic.
“It’s part technology, part culture — and a lot of face- time,” says Cuestas. “Technology is just the enabler. Without the face-time, the operator will just tune out the rest of it. The alarm or the bell or the vibration will wake them up, but it’s the interaction with the dispatcher to make sure they are OK that makes the difference.”
Edwards stresses that the DSS is a tool, not a to replace the other activities that are solution. “It helps sites manage fatigue on a daily part of a fatigue risk management basis,” he says. “But it’s the human interaction that system. “People can’t just go out and makes it work. You must take the knowledge the DSS stay up all night and plan on the system delivers and put it into practice. It will not save lives Freeport-McMoRan, an industry all by itself.” waking them up,” he says. “That’s not leader in mine site safety, has made managing operator fatigue Despite some initial resistance, Cuestas says the intent. That’s why we consider this and distraction one of its top operators have quickly come on board not only in technology a part of a broader system priorities at sites around the world. their acceptance of the DSS but in their focus on where people are making good choices fatigue management as a whole. away from work. The technology is a last “They realize why we’re doing this, and they’re seeing line of defense within the cab.” π the results,” he says. π
Caterpillar Global Mining / Viewpoint 39 Managing equipment is a necessary component of doing business that takes mining companies away from their core competencies—extracting and processing materials. While equipment management may be time-consuming, costly and complex, it also offers mine sites a number of improvement opportunities that can have a significant impact on their bottom line. Over the years, Caterpillar Inc. has recognized the benefits that can be realized by improving the way Maintenance & Repair (M&R) activities are performed. As early as the 1990s, the heavy equipment manufacturer began developing a maintenance model for mining mobile equipment, and in 2006 formally adopted a set of 10 distinct processes and routines that enable a proactive maintenance support system. The majority of
CUSTOMERS WILL REALIZE THE BENEFITS
Cat® dealers make many of these processes a key part of their maintenance activities for mining customers, and encourage customers that do their own maintenance to embrace them, as well.
In 2012, Cat dealer PT Trakindo Utama began a substantial undertaking to incorporate all 10 of the defined M&R processes in an effort to support and standardize its maintenance operations within Indonesia. Two years later, after a significant investment in time and people and a pilot implementation on an actual customer site, Trakindo became the first Cat dealer in the world to implement the full set of the recommended processes.
The achievement earned the dealer accolades and recognition from Caterpillar for its effort and commitment. But the true beneficiaries of the M&R processes are Trakindo’s customers, who will reap the rewards of improved maintenance and repair services with increased machine availability, faster turnaround time, improved fleet performance —and lower costs overall. CAT® DEALER IMPLEMENTS DEFINED MAINTENANCE AND REPAIR PROCESSES CUSTOMERS WILL REALIZE THE BENEFITS
Caterpillar Global Mining / Viewpoint 41 DEFINING A PROACTIVE MAINTENANCE SYSTEM
Today’s mining companies are focused on meeting their production goals efficiently and at the lowest possible costs. And the companies that support them — like Caterpillar and Cat dealers — are continually searching for ways to help them achieve these demanding goals.
Equipment plays a primary role, and the ability of machines to perform according to their specifications relies on three major factors — maintenance, design and application. Each of these three areas has to be considered and managed effectively to optimize equipment productivity.
“The primary goal of the maintenance organization is to make sure machines keep doing what they’re designed to do, in the application where they’re operating, for their entire productive life cycle,” says Tim Siekmann, a product support manager for Caterpillar’s Global Mining organization. “There are a number of routines and processes that must be followed to make sure that happens, and by following them we can help minimize equipment downtime and the production losses that come with it.”
A machine’s productive life cycle is determined by the life of its major components. The end and beginning of each new cycle are marked by the Planned Component Replacement (PCR) event. Inside these multiple cycles, the equipment will require distinctive maintenance activities that are either predictive, preventive or corrective.
OUTLINING The goal of Condition Monitoring (CM) is the early detection of any potential THE 10 PROCESSES failures or abnormal conditions. But the real benefit of CM is realized when those detections are quickly turned into actionable 1. PREVENTIVE MAINTENANCE A maintenance system is made recommendations that allow the scheduling High-frequency, fixed-interval, planned up of many functions that of repairs to address them. activities that include well-defined service co-exist and interact with each routines, proactive defect detection and “At world-class mines, there are often other. The 10 processes developed repair execution. many different kinds of machine inspection and condition monitoring routines and by Caterpillar were designed Preventive maintenance activities provide disciplines,” says Gladieux. “These routines a good and steady platform to execute and to define the functions of an complement one another, and each one control the basic maintenance tasks, and also effective maintenance system, provides part of the total picture of the provide maintenance teams an opportunity to machine condition.” not the organization itself. accomplish minor repairs at the same time. These routines include: “No matter how your maintenance Each of the activities must be fully planned by 1. Equipment Inspections organization is structured, you have to make defining the activities, procedures, personnel, sure that the key functions are present,” says time, tools, parts and consumables required. 2. Fluid Management / Analysis Sean Gladieux, a product support manager 3. Machine Electronic Data for Caterpillar’s Global Mining Organization, 2. CONDITION MONITORING 4. Application Severity “These functions will ultimately determine Timely and accurate detection of changes in the roles and responsibilities that any equipment health, operation and application 5. Machine Repair History severity in support of a repair-before-failure organization will have to consider in the 3. BACKLOG MANAGEMENT maintenance strategy. process of structuring its on-site and A planning function designed to effectively off-site support.” “Every one of these maintenance events must be This experience and understanding led to the managed and executed efficiently, triggering all development of a Proactive Maintenance Support the necessary processes,” says Abelardo Flores, a System—a maintenance model in which the Caterpillar senior market professional. “The goal is condition and application of the equipment are always to repair before failure, so we can maximize being constantly monitored to detect and schedule availability at the lowest cost.” needed repairs before failures occur. Key to the model are 10 defined processes organized around With access to the maintenance organizations of five principal steps: mines around the world through its Cat dealer network, Caterpillar was able to study them and 1. Detect machine defects build a solid understanding of processes and 2. Plan repairs before failure techniques that are effective, as well as those that should be corrected or avoided. 3. Execute the repairs
“We learned a lot about processes and the resources 4. Evaluate process performance required for an effective maintenance organization,” 5. Correct through continuous improvement recalls Sean Gladieux, a product support manager for Caterpillar’s Global Mining organization. “These five principle steps reinforce the main “But we also realized the importance of partnership. concept of condition-based maintenance and the A combined commitment from the mining search for ways to continually improved based on customer, from Caterpillar as their equipment the results and performance we’re measuring,” manufacturer, and from their dealer as a support says Gladieux. “While adherence to the defined partner, is the key to success.” processes is important, we also left room for new approaches and techniques that contribute to successful results.”
manage the pending to-do list via scheduled a critical role in the achievement of these scenario, and achieving this goal requires repairs or corrections before failure. goals. During this process, the maintenance strong and clear communications between organization defines and gathers necessary the parts and maintenance departments. An Backlog is the work that has not been fleet equipment information, transforms accurate and complete demand history and a completed by the nominated “required-by” it into clear and effective plans and activities, well-supported forecast of future needs will date. Backlogs are also managed as pending schedules their execution and controls enable the parts team to successfully define, workload for the repair centers. Caterpillar’s the results. implement and maintain the correct on-site approach to Backlog Management is to view parts support. it as a powerful tool to proactively prevent “During this process, we determine what failures. to do, how to do it and when to do it,” says The role of the parts organization goes well Flores. “To be effective, we need to identify beyond simply ordering parts. An optimized “We like to say that if your machine has any special resources or parts that will be parts department is responsible for managing a defect that needs to be corrected, you needed, understand the labor required, the parts supply channel, hiring specialized are already late,” says Abelardo Flores, a and make sure we will have the shop space labor, ensuring the right support tools are in Caterpillar senior market professional. “That to complete the activities. Then we pass place, maintaining facilities, and managing an defect is indeed a backlog.” this information on to the scheduling team inventory of parts, components, consumables 4. PLANNING & SCHEDULING to coordinate facilities and select the best and tools. execution dates.” The “brain” of the maintenance operation. “The on-site storage of parts and components It plays a critical role in achieving a target is a challenge,” says Tim Siekmann, a product 5. PARTS MANAGEMENT of 80 percent scheduled events. support manager for Caterpillar’s Global An essential logistical function that will help Mining Organization. “These items are A repair-before-failure philosophy and ensure the right part, in the right quantity, expensive and must be properly stored to achievement of a high percentage of planned is in the right place at the right time. and scheduled repairs should be the ensure they are in perfect condition when A maintenance team that has the parts and foundation of the overall repair strategy. needed.” (continued on page 44) components necessary at all times is the ideal The Planning & Scheduling function plays
Caterpillar Global Mining / Viewpoint 43 (continued from page 43) 7. REPAIR MANAGEMENT PCRs, as well as unscheduled repairs that The organization and management of the cannot be performed in the field because of 6. COMPONENT MANAGEMENT resources necessary to perform efficient their duration, resources, and contamination A combination of many activities necessary to and effective repairs. control concerns. The shop is also responsible successfully manage components and achieve for coordination of other on-site repair Once the repair and maintenance activities their expected lives, which is critical to meeting centers, such as tires and welding. have been determined—whether scheduled the desired cost per ton. or unscheduled — resources must be “We also can’t forget the importance of There are dozens of major activities that allocated and prepared to complete the work. enabling our people with the appropriate make up the component management There are two distinct service areas to be tools and facilities to get the results we need,” process, which begins by defining the considered: the shop and the field. Because of says Gladieux. component life goals; a component repair, the nature of the services performed in these 8. HUMAN RESOURCES / TRAINING rebuild, replace strategy; and inventory. two areas, effective mine-site maintenance A defined list of activities that ensure that the Activities include component tracking, organizations recognize the need to establish maintenance organization successfully manages contamination control, CM, PCR forecasts, the support in the same way, developing and its most important asset — its people. inspections, transportation and storage, assigning specialized crews and equipment to and planning and scheduling. A successful each of them. Each person in the maintenance organization component management process relies on brings a set of values, personal goals and Field service is the first line of support. This close communication, accurate data and competencies that will depend on their organization is responsible for responding performance evaluations through all steps of past experience and education. Successful to unscheduled calls, quickly diagnosing and the process. organizations take an inventory of these making a repair decision, and defining the skills and assign the correct person to “While all repairs are important and affect course of action. This team also serves as the appropriate function or role in the equipment availability, those that affect the eyes and ears in the field — observing organization. Other considerations of this components have the greatest effect on application and operations and reporting process include recruiting, outsourcing, operational costs,” says Flores. “Components performance. career management (including skills are key cost drivers. That’s why we made The shop is dedicated to scheduled repairs, assessment and training needs), labor component management a separate process. such as preventive maintenance activities and management, benefits and compensation, It’s very important.”
PUTTING THE PROCESSES IN ACTION The growth of mining over the years has challenged Trakindo specifically in the area of people skills. Cat dealer Trakindo’s journey to the successful “The M&R disciplines presented us with an implementation of all 10 M&R practices began opportunity to further progress our ability to nearly a decade ago, when the dealership was achieve consistent world- class performance year introduced to what was available from Caterpillar after year with our predominately Indonesian in terms of M&R support. While attending training workforce.” and learning more about the processes, the dealer team realized the importance of implementing Trakindo agreed to pilot the M&R project in these activities for its customers in Indonesia, partnership with Caterpillar to better meet where Trakindo has responsibility for supporting the needs of its customer Newmont Mining equipment at multiple mining projects. Corporation, at its Batu Hijau site in Indonesia. Batu Hijau, operated by Newmont subsidiary PT “The mining business in Indonesia has always Newmont Nusa Tenggara (PTNNT), is a large been challenging. Providing consistent, world- open-pit mine located in the southwest region of class product support has been one of the most the island of Sumbawa in Indonesia. The mine ore critical ways we can support our customers,” says deposit contains primarily copper with gold and John Noreiks, head of Trakindo’s Product Support silver in a minor content scale. Division. “Our journey to succeed at Equipment Management has had its highs and lows since PTNNT operates a large fleet of Cat equipment: our first MARC in the mid-1990s in the jungles 111 793C and 793D haul trucks, two 994F Wheel of Kalimantan, but we strive for a continuous Loaders, 11 Cat dozers (four D10Ts and seven improvement culture that helps us progress our D11Rs), four 854G Wheel Dozers, three 24M Motor performance.” Graders, and three 390D Hydraulic Excavators.
44 Caterpillar Global Mining / Viewpoint / issue 11 retention and succession, and regulations the corrections that will be necessary to improvements. The major steps in any compliance. manage them. CI process include:
“Having the right number of people, with “We specifically included performance • Identify opportunities the right skills, is the key to any successful evaluation as one of our recommended • Determine the impact and prioritize maintenance organization,” says Flores. “They processes to encourage the disciplined • Assign projects must be organized effectively to execute their analysis of the information gathered by the • Define the problem, scope and outcomes jobs, and they must share a common goal.” on-site maintenance organization,” says Flores. “You can’t successfully manage your • Conduct meetings to measure, 9. PERFORMANCE EVALUATION operation without solid information and analyze and document The gathering of relevant data, and then meaningful metrics.” • Present a solution to the process owners transforming that data into information that can be used to manage performance. 10. CONTINUOUS IMPROVEMENT • Implement The logical final function in the M&R Process, • Follow up (measure, analyze, document) Effective maintenance management requires involving the entire organization in the search measuring performance, comparing results • Validate the solution or recycle back for solutions. with targets and goals, discovering those to the CI team areas that are substandard and focusing on After measuring and detecting problems or • Communicate results activities to improve or correct them, and areas of opportunity, a formalized approach is “Continuous Improvement is a never- ensuring sustainability of the gains already necessary to guide the organization and keep ending effort, not a one-time solution for obtained. the team on track and focused on these areas. all problems,” Flores stresses. “It’s a long There are many Continuous Improvement During this process, the maintenance journey that we have to keep alive as long as (CI) methodologies or models available organization must identify goals; define the our maintenance organization exists.” π from which to choose, adopt and adapt to Key Performance Indicators (KPIs) that will be specific site characteristics. Caterpillar follows used to measure performance; design the 6 Sigma approach to identify the root and implement the data collection process; causes of problems and identify possible gather information; calculate, analyze and report results; and finally, identify
This large fleet is primarily maintained by Trakindo under a Maintenance and Repair Contract (MARC). Trakindo considers itself a partner with Newmont, not only because of the contractual obligations outlined in the MARC, but also in the success and sustainability of the Batu Hijau operation. To help in this effort, Trakindo began an initiative to implement defined maintenance and repair processes that will help sustain the gains on site, prepare the organization for future challenges, and deploy the process standardization region-wide. Flores served as the project leader from the Caterpillar Global Mining organization. “While meeting the terms of the MARC is important, what we really focus on is giving that specific site what they need to succeed,” says Flores. “At Batu Hijau, they were looking to increase the physical availability of their machines — having equipment available to meet their production goals, and increasing their utilization.”
Mick Turner, who was on the on-site technical support manager at Batu Hijau during the process implementation, explains that the site had a goal of no more than 10 percent equipment downtime. “Trakindo accepted the challenge to deliver that goal, providing a reliable fleet of mining equipment that Caterpillar Global Mining experts also supported would enable the site to achieve production goals at the re-launch. the lowest cost per tonne,” he says. “We worked alongside Trakindo to provide training Machine availability at Batu Hijau was at and help develop the necessary skills,” says Flores. 86 percent, says Flores, with a goal of moving that “We developed a baseline for their performance and up to the 90 percent benchmark. Newmont began did regular reviews and validation based on that an improvement initiative to achieve this goal in assessment.” partnership with Trakindo. The initiative began in The four core processes —Preventive Maintenance, 2010, when experts from Caterpillar Global Mining Condition Monitoring, Backlog Management completed an assessment of the maintenance and Planning & Scheduling — were successfully organization’s performance at Batu Hijau. implemented from May 2012-May 2013, and the “We identified that the maintenance model remaining six were implemented and successfully required some attention to ensure peak validated in May 2014. performance was being delivered and that it would be sustainable,” recalls Turner. “Caterpillar subject MAKING AN INVESTMENT matter experts completed a detailed review, along The Trakindo initiative at Batu Hijau proved that with representatives from Trakindo. As a result, a it is possible for a maintenance organization to project charter was developed, goals were set, and successfully implement all 10 of the Caterpillar process owners were identified and trained.” M&R processes. But it also proved that it is not an The initial assessment identified a number of easy endeavor. “quick wins” that could be easily implemented “It requires a lot of training, focus and to start getting availability headed in the right investment from everyone involved,” direction. “These activities showed a direct positive says Flores. “The project at Batu Hijau impact on the physical availability of the 793 fleet required a long-term commitment from and served as a turning point in the effort to prove that the M&R processes had great potential for Batu Trakindo and Caterpillar Global Mining, Hijau,” says Flores. as well as the patience and support of the people at the mine site.” The first attempt at implementing the M&R processes began in January 2011, but the outcome Trakindo dedicated 10 people from its Jakarta was not progressing well by Caterpillar Global headquarters equipment management readiness Mining standards. “The effort and commitment team to join the 50 people already working on the were there,” recalls Flores. “But an additional implementation in Sumbawa, as well as provided study at another mine site identified performance project leaders at Jakarta and on site. The dealership gaps and confirmed that additional training was estimates more than 115,000 man-hours were necessary to improve the M&R processes within invested in the project. Caterpillar provided an on- the Trakindo organization.” Trakindo officially re- site performance engineer as well as a Caterpillar launched the M&R Global Mining Subject Matter Expert (SME) for Implementation a total commitment of nearly 5,000 man-hours. Project at Batu These man-hours combined are the equivalent of Hijau in Janary 25 full-time employees dedicated to the project for 2012, with support its 2½ -year duration. from the equipment TRANSFORMING THE management team MAINTENANCE ORGANIZATION from the dealer’s headquarters in After identifying the gaps in its performance of the Jakarta, Indonesia. processes in 2011, the Trakindo team in Sumbawa has transformed its maintenance organization in situation. “Trakindo’s on-site organization is not just a few short years. The team made remarkable only capable of maintaining the fleet and obtaining improvements in its baseline scores to achieve and world-class KPIs, but it also has the tools to apply exceed its process conformance score of 85 percent when needed to recover from a difficult situation,” in all 10 M&R processes, becoming the first Cat Flores says. mining dealer to accomplish this task. “Passion, discipline and a full commitment from Many of the team’s most significant changes the whole team are the key success factors in were seen in the four core processes. Preventive achieving the certification,” says Marsy Marsiyah, Maintenance performance went from a baseline Trakindo site project leader. “We are committed to of 45 to a final score of 85. Condition Monitoring advancing the customer forward, and recognize improved from 50 to 87, Backlog Management that sustainability of this process implementation from 42 to 85, and Planning & Scheduling from is crucial.” 40 to 88. Trakindo’s biggest improvement was “Newmont is really seeing the benefits in Performance Evaluation, which soared from a baseline of 35 to a final score of 85. The dealer’s of this initiative,” says Flores. “They’re highest score was in the Parts Management area, impressed by how far Trakindo has come which improved from a baseline of 70 to a final and are excited about the additional results score of 94. they will see in the future — not just at this site, but at others.” “Implementation of the processes and making the changes necessary to succeed has provided In fact, Mick Turner, who was one of the leaders of Trakindo with many benefits,” says Noreiks. the maintenance organization at Batu Hijau, has “The dealership now has a team of well-trained now begun working at Newmont’s Boddington technicians, a premier equipment management gold mine in Australia and has asked the Cat dealer organization, and the tools and systems necessary there to begin a similar continuous improvement to succeed not only at Batu Hijau but on any project to allow Boddington to enjoy the same type mine site. The processes are scalable to meet our of results. customers’ specific requirements. We are also “Sustainable results have and continue to be now taking these disciplines to customers in delivered at Batu Hijau, to a point where they are other industries.” now considered best in class,” says Turner. “The key
DELIVERING RESULTS TO THE MINE SITE driver to these results was the fact that Newmont, Trakindo and Caterpillar worked together as At Batu Hijau, the results of Trakindo’s massive one team. These trustworthy and enduring process implementation effort are being seen relationships played an important role in ensuring directly in the performance of its equipment fleet. key milestones were delivered.” Since March 2014, physical availability of machines has been consistently at 90 percent, a remarkable Since joining Newmont Boddington Gold, Turner achievement considering that most of the site’s haul has begun working with Caterpillar and local Cat trucks have exceeded 100,000 hours of operation. dealer WesTrac team to look for ways to improve M&R performance on site. Five of the 10 M&R By using the KPIs identified by the customer site — processes were assessed the team has been working such as Physical Availability, Mean Time Between together to implement quick wins. Shutdowns and Mean Time to Repair — Trakindo is able to measure performance and continue to “Having experienced the positive contribution the ensure it is meeting the targets. M&R processes have made, I would encourage all maintenance organizations to consider replicating At one point, asset utilization began to fall below the program,” says Turner. “It’s all about being targets, but thanks to its new adherence to the better today than we were yesterday — and even processes, Trakindo was able to quickly remedy the better tomorrow.”
Caterpillar Global Mining / Viewpoint 47 Ali R. Alhabsyi, director and chief operating involvement and commitment to the on- • Andi Mauraga, former Trakindo officer for PT Trakindo Utama, receives a site organization throughout the duration Equipment Management Manager. recognition plaque from Ruediger R. Kaub, of the M&R implementation project. Caterpillar Global Mining regional manager • Marsi Marsiyah, on-site Trakindo for Southeast Asia and Japan. Special • Mick Turner, former on-site technical project leader. recognition was also given to: support manager, for his involvement, support and role in leading the on-site In addition, everyone involved in • John Noreiks, the leader of Trakindo’s support team. the project gave special accolades to product support division, for his Jason G. Meyer of Caterpillar Global commitment and recognition of the value • Andries Smalberger, Newmont Batu Mining, the on-site product performance that the M&R processes would Hijau maintenance support manager, manager who recognized the need for add to Trakindo’s mining customers. for his constant support and advice in the M&R processes implementation enabling the implementation of the M&R at Batu Hijau and who was closely • Peter Cochrane, Trakindo’s former processes within the Newmont operation. involved with the project until he General Manager for the Batu Hijau passed away in April 2012. Division, for his continual support, • Stuart Pendlebury, project leader from Trakindo’s Jakarta headquarters.
EARNING RECOGNITION
As a result of it efforts at Batu Hijau, Trakindo information and learn from one another to earned special recognition from the Caterpillar positively impact their operations — and their Global Mining organization. “This is a very profitability. significant achievement,” says Ruediger R. Kaub, “Caterpillar has always gathered and shared a Caterpillar Global Mining regional manager best practices from its customers and dealers in Southeast Asia and Japan. “Trakindo worked around the world,” says Gladieux. “We know extremely hard for this achievement and proved it that standardizing processes, like we have can be done. We are proud to have them represent done with equipment management, is critical. Caterpillar.” We succeed when we establish a common This achievement is also an example of how foundation, incorporate and share best practices, mining operations and equipment management measure with the same KPIs, and join efforts organizations around the world can share in a well-structured environment of continuous improvement.” π
48 Caterpillar Global Mining / Viewpoint / issue 11 ADVANCING A MAINTENANCE ORGANIZATION
The adoption of all 10 of Caterpillar’s defined and backlogs waiting for parts is very well effectiveness of the machine inspection Maintenance and Repair Processes was a managed at less than 2 percent. routines. It provides key information to the long journey for PT Trakindo Utama. In the inspectors, such as equipment ranking, Component Management. process, the Cat dealer has been able to system problem distribution, high level KPIs The organization is achieving a remarkable deliver significant benefits to its customer (machine-based), most repetitive problems result in component life, achieving 90 to Newmont at its Batu Hijau mine in Indonesia. and pending (active) backlogs. 100 percent, and equipment unavailability But that was only the beginning. due to components is within the target • Unavailability Management Tool. Trakindo “The project at Batu Hijau served as the of 2 percent. PCR compliance is at implemented and expanded an existing model for future Trakindo product support 90 percent. Caterpillar Global Mining best practice organization development,” says John incorporating the analysis of the drivers Noreiks, Trakindo’s product support division PROCESS DEVELOPMENT for possible deviation. The unavailability manager. “We’ve built a solid foundation, distribution is checked every day, week and The implementation of the M&R processes improved the knowledge of our people, month. Actual results are compared with the at Batu Hijau promoted the development of increased our proficiency levels and are ready targets, and action plans are defined and several tools and processes documentation to replicate the M&R processes at other sites. followed. This tool has been the key enabler that serve as the foundation for process We’re more qualified than ever to provide for effectively controlling and managing standardization and replication. mine sites with leading, efficient and effective downtime. equipment management services.” • Every M&R process now has a complete and customized strategy document, which FACILITIES AND EQUIPMENT A detailed Equipment Management-Project is used to develop new personnel, serves DEVELOPMENT Management report, generated in Jakarta, as an operation guide for process owners captures the solid results Trakindo has Implementation of the M&R processes and operators, and serves as a support delivered in almost all of the 10 processes. indicated a need to upgrade current document for future implementations. maintenance facilities and equipment. These Planning & Scheduling. The percent • Specific tasks within each of the processes upgrades not only benefit the Batu Hijau of scheduled downtime increased implemented are supported by detailed operation but also set a standard for the rest from 60 to 75 percent, while service Standard Operating Procedures developed of Trakindo’s operation. accuracy went from 85 to 95 percent. by the process operators and the equipment Product improvement and product For example, field service was improved management readiness team at Trakindo’s support programs are being 100 percent by relocating the field base, building new home office in Jakarta. completed, and schedule compliance is facilities and completely upgrading vehicles at 90 percent. • Trakindo’s “to-be” process maps were and tools to provide efficient and effective updated and upgraded. These process maps support for field repairs. Workshop facilities Backlog Management. The maintenance are displayed in different locations of the were also upgraded, with improved layouts, organization is achieving its targets and operation and serve as guidelines for the organization of tools and equipment, and managing the balance of backlogs, with process owners and operators. communications to the floor technicians. an outstanding result in backlogs pending per machine (2-4), and just 5 percent of TOOLS DEVELOPMENT PEOPLE DEVELOPMENT backlogs pending longer than 30 days. Several tools were developed to support Condition Monitoring. Mean Time The most important benefit to Trakindo — the operation of the processes. Between Failures is at 175 hours, within the and to Trakindo’s customers — has been the development of personnel trained in the benchmark of 150-200, and the backlogs • Monthly Equipment Management report. latest processes and techniques in equipment generated per month are increasing. This report is being generated by Trakindo’s management, says Flores. Nearly 100 people headquarters office using data that is Preventive Maintenance. Service Accuracy received training in equipment management supplied by the sites. The report is analyzed is between 85 and 95 percent, and and M&R. every month and action plans are being the Mean Time Between Shutdowns developed as a result of the analysis. after planned maintenance activities is “Trakindo’s people are now able to see the Combined with a Continuous Improvement consistently greater than 100 hours and bigger picture of what they do, why they do process, this report is a key tool that in some months above the benchmark it, and how it impacts the entire maintenance enables the Trakindo support organization of 104. In addition, unavailability due to organization as well as the mining operation,” to become professionally self-sufficient in planned maintenance is very well managed says Andi Mauraga, Trakindo’s Equipment terms of equipment management. at less than 3 percent. Management readiness manager. “They were able to see for themselves how the concepts • Equipment Data Sheet. This tool was Parts Management. Service Fill Level is are applied in a real operation.” π developed to support the execution and consistently above the target of 95 percent, LEIGHTON CONTRACTORS ARCH BHP BILLITON BENEFITS MANAGER RECOGNIZED FOR COAL FROM DIVERSITY SUPPLIER DIVERSITY PROGRAM MINE Speaking at the 2015 Women in Energy and Leighton Contractors’ Supplier Diversity RECEIVES THREE Resources Leadership Summit in Perth, Manager Kaljit Bhachu was named the Supplier STATE AWARDS Australia, Vanessa Torres, BHP Billiton’s Diversity Advocate of the Year at the Supply head of group investments and value The West Elk mine—owned by Arch Coal Nation Connect 2014 Gala Dinner Awards management, celebrated the contributions of subsidiary Mountain Coal Company—was in Sydney, Australia. The Supplier Diversity female leaders in the industry and spoke on honored with Colorado’s highest state coal Awards pay the highest recognition the need for diversity. to companies, government agencies mine safety award, as well as two state and individuals who strive to grow environmental awards, at the 117th annual Torres reflected on her own career in the indigenous business and enterprise. National Western Mining Conference and mining industry and talked about the Exhibition in Denver. importance of diversity in the workplace Bhachu’s Supplier Diversity Program as a source of value and even competitive The Colorado Division of Reclamation, created increased opportunities for advantage. indigenous businesses and other Mining and Safety (CDRMS) presented the underrepresented parties throughout 2014 Excellence in Safety Award to West “The best ideas come from people who think the supply chain in all the areas where Elk, marking the sixth consecutive year that differently and work collaboratively,” said Leighton Contractors works. In the the mine has been recognized as the safest Torres. “Diversity of thought is the ultimate first three months of 2014 alone, the company underground coal mine in Colorado. objective, which can only be achieved in an inclusive environment where everyone feels spent twice as much with certified indigenous The CDRMS also recognized the mine for their ideas are valued and can speak up.” suppliers as it did in the entirety of 2013. outstanding reclamation and the successful Some of the program’s key initiatives include stabilization and remediation of a large native Torres went on to say that diversity and a supplier directory that ensures indigenous landslide area. inclusion can only be achieved with good leadership. BHP Billiton has long prioritized businesses are given the chance to compete The mine was also given an Environmental diversity and inclusion as a key strategic and a forum that connected 40 indigenous Stewardship-Pollution Prevention Senior objective, and has undertaken a number of businesses throughout western Australia. Participant Award with special recognition. initiatives to ensure diversity in its workforce. Bhachu also provides advice and guidance West Elk achieved its goal of remaining a to help indigenous businesses receive zero water discharge facility in 2014 and certification, and a promise of continuous also recycled more than 344 730 kilograms PEABODY ENERGY HONORED improvement in removing barriers for entry (760,000 pounds) of metal during the year. FOR LEADERSHIP to indigenous businesses. GLENCORE IN SUSTAINABILITY IMPLEMENTS Peabody Energy receivied an Energy and Environment Foundation Global Excellence A HUMAN Award for advancing clean coal technology RIGHTS solutions at the fifth World PetroCoal Congress MINING FOR PRINCIPLES in New Delhi, India. “Advancing social and economic progress with In March 2015, Glencore clean energy is the role of leaders globally,” announced that it officially said Peabody Chairman and CEO Gregory H. BETTER WORLD joined the Plenary of the Boyce. Voluntary Principles on Security and Human Rights. Under Boyce’s leadership, Peabody has RECOGNIZING advanced a multi-step plan to alleviate global The Voluntary Principles were established CATERPILLAR CUSTOMERS energy poverty with clean energy solutions. in 2000 to provide guidance to companies AROUND THE WORLD Peabody also led development on one of the through an operating framework that supports FOR THEIR EFFORTS largest new clean U.S. coal plants built in the the safety and security of operations by IN HEALTH, SAFETY, last 30 years—a facility that has over $1 billion encouraging respect for human rights. ENVIRONMENT AND in emission control technologies. Glencore began implementing the Voluntary COMMUNITY Peabody also delivered low-carbon solutions Principles in locations with a high risk of across its global platform, resulting in a 10 human rights abuse in 2013. After a rigorous percent STORIES IN THIS SECTION FIRST review process that involved work with APPEARED IN PRESS RELEASES AND reduction in governments, other companies and non- ON CORPORATE WEBSITES. greenhouse governmental organizations, Glencore was gas intensity officially accepted to join. over 2014.
50 Caterpillar Global Mining / Viewpoint / issue 11 FREEPORT-MCMORAN HELPS EDUCATE THE NEXT GENERATION In November 2014, Freeport-McMoRan and Discovery Education partnered to release the Dig Into Mining digital education program to provide students, educators and families with access to interactive resources and materials about the Earth’s metals and mining. Dig Into Mining targets students in grades six through eight with resources that are aligned with U.S. education standards. The program educates students about the benefits of mining and develops critical thinking, problem-solving and key skills in science, technology, engineering and math. The program also includes materials hat students are encouraged to share with their families at home. A variety of interactive digital tools help students learn about the impact of mining on the world around them, and a virtual fieldtrip gives students access to Freeport-McMoRan’s leading geologists and engineers as they explore the geological wonders of the world. By sparking students’ interest in mining at an early age, Dig Into Mining is helping to VIEWPOINT IS MOVING prepare the next generation of employees to enter the mining industry. TO AN ONLINE FORMAT
NEWMONT IMPROVES WATER For eight years, Caterpillar Global Mining has produced Viewpoint, a INFRASTRUCTURE IN PERU magazine filled with stories for and about the mining industry. Now all of At Newmont Mining’s Peruvian joint those stories—and more—are available online at ViewpointMining.com. venture Minera Yanacocha, optimizing water A dynamic, comprehensive online magazine, ViewpointMining.com is a management and supply is just one way to resource to learn about industry best practices, trends and innovations give back to the local community. in products and technologies, sustainability efforts, safety initiatives and Minera Yanacocha is a joint venture between more. It’s an opportunity to see how others in the mining industry are Newmont and Minas Buenaventura, and is addressing their challenges, along with the support of Caterpillar and located near the village of Yerba Buena Chica. Cat® dealers around the world. Recently, Yanacocha invested in a number of water management projects that resulted in You can search for articles by topic and check out the archives to read reliable access to potable water and indoor past issues. Articles are supported by videos and links to additional toilets for 157 families. These improvements content. New stories are added regularly, and an opt-in email feature also improved sanitation, which in turn ensures you’ll get the latest content delivered to your inbox. reduces the spread of diseases in the village. The website is available in six This is only the latest in Yanacocha’s efforts languages—Chinese, English, to help with community development French, Russian, Portuguese through improved water management. In and Spanish. Printed editions 2013, Yanacocha partnered with Cajamarca’s of future issues will be available municipal water authority to improve water in limited quantities, so please availability for nearly 180,000 people. visit the website to sign up for Viewpoint emails. These long-term infrastructure investments help support community development in the region and contribute to sustainable and » THIS SYMBOL MEANS THERE responsible mining. π IS ADDITIONAL CONTENT ON VIEWPOINTMINING.COM VISIT VIEWPOINTMINING.COM AND JOIN OUR MAILING LIST TO BE ENTERED TO WIN A HAT! KEEPING WOMEN SAFER AND MORE COMFORTABLE IN THE MINING INDUSTRY
A new clothing option is making it possible for women to work more comfortably and more safely in mining environments — and may be removing an obstacle to this important segment of the workforce.
This new work wear was developed by Alicia Woods, who has worked in mining environments for more than 15 years. As Director of Sales- North America for MacLean Engineering, she has spent time at surface and underground mines around the world. And she’s no stranger to the challenges these environments present — especially for women.
A trip to the porta-potty during one mine visit was a turning point. Outfitted in ill-fitting men’s coveralls, she was forced to strip to the ground to use the facilities, spilling the contents of her pockets and vowing that it would be the last time. After that experience, Woods developed an idea to manufacture a coverall designed specifically for women. In 2013, Covergalls was born.
Covergalls is the first coverall made for women working in industrial environments such as mining, construction, automotive and forestry. They are tailored for women’s proportions, with arms and legs that are the right length, a roomier chest, and an adjustable waistband— and without the extra material that could easily become a safety hazard. Special features include a rear opening and two-way zipper; secured pockets to safely carry belongings; and snaps at the wrists to ensure the material doesn’t hang from the arms.
“I believe women have a lot to offer the mining industry,” says Woods. “In order to attract and retain them, we need to make them aware that there are tools specifically made for them. Inappropriate clothing is a deterrent to women wanting to enter the mining sector and may be responsible for some leaving the industry.”
Made from 100 percent cotton, polyester/cotton twill, or fire retardant material, Covergalls are made to stand up to heavy wash and wear and are available in sizes from small to XXXL.
Covergalls are designed in Sudbury, Ontario, Canada, and manufactured in Montreal, Quebec. They are available online and are sold all over the world. www.covergallsworkwear.ca A COMMITMENT TO BIG DATA The new 994K Wheel Loader includes a CATERPILLAR NAMED ONE As data and analytics become more and more number of improvements over its predecessor, OF WOMAN ENGINEER’S important to mining customers, Caterpillar the 994H. The standard configuration carries “TOP 50 EMPLOYERS” has announced plans to lead the way in finding 41 tonnes (45 tons) per pass — 20 percent In a survey provided to readers at private- innovative ways to collect and analyze data. more than the previous model — and can work sector companies, government agencies, longer and harder without stopping. It can colleges and universities, Woman Engineer In April 2015, Caterpillar announced the be fitted with a number of high-performance magazine ranked Caterpillar eighth in its list of formation of a new division —Analytics buckets to adjust to a number of applications. the top 50 employers in 2015. The survey asked and Innovation (AI). Built around a culture readers which companies they would most like of innovation, AI aims to create a broad, CELEBRATING 85 YEARS ON THE to work or which they believe provide a positive connected analytics ecosystem by partnering NEW YORK STOCK EXCHANGE working environment for women engineers. with third-party providers to develop the On December 22, 2014, Caterpillar Chairman best possible data solutions across all of Several women currently employed by and CEO Doug Oberhelman rang the opening Caterpillar’s product lines. Caterpillar echoed the survey’s results, praising bell of the New York Stock Exchange in Caterpillar for providing a positive environment The first of these partners is Chicago-based celebration of the company’s 85th year on the and a diverse workforce with equal growth Uptake, a start-up that provides a dynamic NYSE. Caterpillar was first listed on December opportunities for all employees. analysis platform that is used in a number of 2, 1929, and is among only 2 percent of industries. Since 2014, Uptake has provided companies listed on the Exchange that have “In my 26 years as an engineer at Caterpillar, predictive diagnostics and fleet optimization been listed for 85 years or more. On that first I’ve had the opportunity to travel the world, services for locomotives to Caterpillar day in 1929, 400 shares of Caterpillar stock working on interesting and rewarding subsidiary Electro-Motive Diesel. Based on the were traded. On December 2, 2014, almost assignments. I’ve had supportive leadership success of that project, Caterpillar and Uptake 4 million shares were traded. that has challenged me throughout my career,” decided to work together to provide similar said Stacey DelVecchio, product manager. “Not only are we celebrating 85 years on services to other Cat® products. the NYSE this year, but next year we will Both the formation of AI and the partnership also celebrate the 90th anniversary with Uptake are cemented by the construction of Caterpillar as a company,” said of Caterpillar’s first Data Innovation Lab in Oberhelman. “Both milestones are a testament to the strength of
Champaign, Illinois, USA. Working with the FROM University of Illinois, Caterpillar has created a our global brand, our dedication to NEWS place for leading minds in a number of fields to customers and strong reputation come together and create innovative new ways with stockholders for financial for customers to gather, analyze and use data strength and performance through CATERPILLAR to improve their operations. the years.” STRENGTHENING CAT® SHEARER BREAKS ROOTS IN PEORIA » For more news, PRODUCTION RECORDS After a multiyear study focused on modernizing its global headquarters, visit cat.com/mining Whitehaven Coal’s Narrabri North longwall Caterpillar confirmed that it will remain in mine set new weekly and quarterly production Peoria, Illinois, USA — and construct a new records in 2014 using a Cat EL3000 Shearer. campus that will one day span 12.5 hectacres CATERPILLAR ANNOUNCES In June, the mine produced a record (31 acres) on the city’s riverfront. TWO NEW LOADING TOOLS 256 733 tonnes (283,000 tons) in a single At an event in Tucson, Arizona, USA, in week. The mine went on to break its quarterly The new headquarters will be centered around November 2014, Caterpillar announced two production record in the last quarter of 2014. a three-tower office building located at the new loading tools: the 6020B Hydraulic Shovel heart of the six-block campus. In addition The Narrabri North mine is located in the and the 994K Wheel Loader. to innovative, comfortable workspaces, the Gunnedah Basin of New South Wales, campus will include green space, walking and Weighing in at 224 tonnes (247 tons), the Australia. Last year, it produced a total of biking paths, food and retail options, childcare, 6020B carries a 22-tonne (24-ton) payload. 5.66 million tonnes (6.24 million tons) of coal. and a fitness center. The buildings will also Based on customer input, the 6020B features The EL3000 was first installed at Narrabri make use of sustainable design features. a state-of-the-art operator’s cab, superior North in 2012, and production has increased serviceability, industry-leading efficiency and steadily since then. The machine has been “This is outstanding news for Peoria, Central a modular design that reduces field assembly more productive than the mine’s original Illinois and the entire state of Illinois,” said time. With its high digging forces, efficient design levels ever since production began. Illinois Governor Bruce Rauner. “Caterpillar operation and innovative design, the 6020B has been a tremendous Illinois employer for In fact, Whitehaven has been so pleased with is the first in a new breed of Cat shovels that 90 years. This is the kind of project we want the machine’s production that the company meet customer demands for safety, simplicity to see — businesses making investments to recently ordered a second EL3000 for delivery and reliability. engage, attract and retain the brightest and in August 2015. most innovative talent.”
Caterpillar Global Mining / Viewpoint 53 Viewpoint is printed in English and Chinese. Articles are available in English, Spanish, Portuguese, Chinese, French and Russian on ViewpointMining.com.
Viewpoint se imprime en inglés y chino. Estos artículos están disponibles en inglés, español, portugués, chino, francés y ruso en ViewpointMining.com.
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Viewpoint é impresso em inglês e chinês. Estes artigos estão disponíveis em inglês, espanhol, português, chinês, francês e russo em ViewpointMining.com.
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