6. Schedule Compliance - Primary
Maintenance (all SAP sites)
6
Average Schedule Compliance 2010 = 82.2%
2011 = 84.1%
2012 = 84.2% (+.1% on previous year)
Trend is largely flat
7. Schedule Compliance – Secondary
Maintenance (all SAP sites)
7
Average Schedule Compliance 2010 = 60.3%
2011 = 67.9%
2012 = 66.6% (-1.3% on previous year)
Trend is largely flat
8. Schedule Work trend (all SAP sites)
8
Average Scheduled work 2010 = 53%
2011 = 60.5%
2012 = 61.9% (+1.4% on previous year)
Guess Again - Trend
is largely flat
9. AEVR – distribution by reason
9
Equip. Unavailable,
702, 18%
Incomplete
Planning, 685, 18%
Materials
Unavailabl, 102, 3%
No Labour, 952,
24%
Priority Change,
1270, 33%
Schedule Overrun,
158, 4%
SAP/BW Scheduled work not complete 2010-2012
PM01's only - Unassigned code removed
The most significant reasons for
not completing planned works
and potential underlying causes;
• Priority change- typically
breakdowns or unplanned
demands displace planned works
• No Labour- either the personnel
numbers or skillsets are lacking
• Incomplete planning -
procedures, materials lacking
resulting in more resources for
each job
• Equipment Unavailable –
Breakdowns impacting on
planned works
10. Why Loss Elimination
10
• WM metrics have remained flat over 3 year period
• Primary reasons for not completing planned work= Breakdowns??
• To stop breakdowns we need to solve root causes
• To determine root causes we need to investigate
• We can’t & shouldn’t investigate everything
• What to investigate (need to pick our targets)
12. The Journey
12
The two definitive characteristics of higher level organisations;
• Continuous Improvement – Eliminate Defects
• Organisational Learning – Sharing experiences, knowledge expertise and practices
13. TARP – Trigger & Action Response Plan
13
Essential Elements
• A way of ranking losses so we know what events to investigate
• A way of deciding scale of investigation
• 5Whys (can be done by individuals or small teams)
• RCA (more complex, run by Engineers)
• Allocating who is responsible and who is to be informed
• Identifying type, detail and timeliness of output
14. TARP’s for each site
14
TARP (Trigger, Action, Response Plan) - MMG Mandated Requirements
Root Cause Analysis Trigger and Communication Escalation Guideline
Loss Type/Trigger
Consequence
1 2 3 4 5 6#
EconomicLoss
Plant Loss in Equivalent Metal Units <30 30-99 100-499 500-999 1000-4999 5000+
Development Metres, Ore/Overburden Tonnes, Metal tonnes** >10% of planned output for period >20% of planned output for period >40% of planned output for period >80% of planned output for period 100% of planned output for period 100% of planned output for period
Estimated total cost impact $(MMG mandated) $5k to $24.9k $25k-$249.9k $250k-$2.49m $2.5m-$24.9m $25m-$250m >$250m
Likelihood Likelihood Examples Ranking for Response Table (below)
F Certain Weekly occurance
E Likely Monthly occurance
D Possible Yearly Occurrence
C Unlikely Has/potential to occur every 3-5 years
B Rare Has/potential to occur every 5-10 years
A Remote 1 in 100 year event
Ranking/Level Minimum RCA Tool (Action)
Immediate Contact
Accountable (A)
NOF Completed within /
Investigation & report Completed
within***
Mandatory Analysis Team Output Required (Response) Corrective Action Recording
Level 0
Minor No action required nil n/a nil nil nil
Level 1
Low Single Person 5-Whys - formal (paper forms only) Supervisor (A) 24hours / 48hours Individual
NOF Form (5-Why)
Update Maintenance tactics, materials, SOP's
Tolbox Talk
SAP PM05 WO for corrective actions with
M5 activity code
Level 2
Medium Team Based 5-Whys
Supervisor
Superintendent (A) 24hours / 48hours Work group & Team leader
NOF Form (5-Why).
5-Why report (RCA2Go)
Update Maintenance tactics, materials, SOP's
Toolbox Talk
Actions in RCA2Go
SAP PM05 WO for corrective actions with
M5 activity code
Level 3
High
RCA Fault Tree Analysis
Cross Functional
Supervisor
Superintendent
Manager (A)
48hours /14 days
Multi department, Facilitated by
Reliability Engineer/ Process Engineer/
Business Analyst
NOF Form (issued as Reliability Alert)
Formal report (RCA2Go)
Update Maintenance Tactics, parts, SOP's, Review Design
Toolbox Talk
Presentation to Operations & Maint/Eng Department Managers
Actions in RCA2Go
SAP PM05 WO for corrective actions with
M5 activity code
Level 4
Very high
RCA Fault Tree Analysis
Cross Functional with Formal Report
Mandatory Ops + Maint Manager participation, GM & Corp
discretionary
As above +
Site GM (A), COO Notification within
24hours of initial event
48hours / 28 days
Multi department, Skilled facilitator(ext),
Reliability Engineer/Process Engineer/
Business Analyst, Dept Managers, GM &
OEM
NOF Form (issued as Reliability Alert)
Formal report (RCA2Go)
Update Maintenance Tactics, parts, SOP's, Review Design
Toolbox Talk
Presentation to Site GM, Lead team & OLT
Actions in RCA2Go
SAP PM05 WO for corrective actions with
M5 activity code
Notes * The value used for repeated events should be the cumulative value over a given period
# Represents Corporate level whole of business risk
** Site to determine and fill in the equivalent measures suitable for the productive area concerned.
***Site to determine reporting timeframes
5-Whys worksheets to be the subject of Toolbox Presentations & team notice board display
Table represents minimum MMG requirement, site manangers can request higher level analysis to suit specific needs
2 3 4
>0HR for EW Plant, Oxy
Plant, Tails Line, HV power
>6 HR - POX, Crushing /
Mill circuit, Decant Line,
CSM and EW Crane
>6HR for EW Plant, Oxy
Plant, Tails Line, HV
Power
>12HR - POX, Crushing /
Mill circuit, Decant Line,
CSM and EW Crane
>24Hr Full
Plant Outage
Ranking/Level
Level 1
Minor
Level 2
Low
Level 3
High
Level 4
Very high
RCA Fault Tree Analysis
RCA Fault Tree Analysis with Formal Report
Multi department, Facilitated by Reliability Engineer/ Process
Engineer/Business Analyst
Multi department, Skilled facilitator(int/ext), Reliability Engineer/Process
Engineer/Business Analyst, Dept Managers, GM & OEM
Minimum RCA Tool (Action)
No action required
Team Based 5-Whys
Mandatory Analysis Team
nil
Work group & Team leader
TARP (Trigger, Action, Response Plan) - MMG Mandated Requirements
Root Cause Analysis Trigger and Communication Escalation Guideline
1
?????
Loss Type/Trigger
Hours Downtime
Input Values
Metal Unit Development Day X Y
Site $2,100 $1,000,000
Century Date
TARP VALUES
Investigation Level 1 2 3 4
Average Daily Cost Greater than 136.99$ 410.96$ 1,369.86$ 5,479.45$
Annual cost 50,000.00$ 150,000.00$ 500,000.00$ 2,000,000.00$
Once off incident of 20,000.00$ 50,000.00$ 250,000.00$ 1,000,000.00$
Area
Unit
System
Mobile Equipment
Incident/Oportunity Name
Investigation Triger
Direct Costs
Metal Units
Mine/Ore Stock Pile Development %
X
Y
Mobile Equipment Downtime Hr
Total Cost
Period Data
Frequency (one only)
Estimate
Known Frequency/Period Days
Cost per Day
Investigation
DE facilitator
Defect Elimination Check Sheet
Comments:
** Maintenance Event Requirements
Unscheduled Downtime 15mins - 4 hours Variance
Tracker entry
1-4 hrs downtime: Tradesperson conducts 5 Why's with
recommendations to RE or Superintendent by end of shift.
Throughput at 190 - 210tph over 24 hours Variance
Tracker entry No analysis required unless requested by Operations
Recovery loss 2-3% over 24 hours Variance
Tracker entry No analysis required unless requested by Operations
Unscheduled Downtime 4hr - 24hrs Variance
Tracker entry
Fpe incident
investigation
4-24 hrs downtime: Tradesperson and Supervisor conduct 5
why's with recommendations to RE or Superintendent by
end of shift.
Throughput at 170 - 190tph over 24 hours Variance
Tracker entry
Fpe incident
investigation No analysis required unless requested by Operations
Recovery loss 3% - 10% over 24 hours Variance
Tracker entry
Daily
production
meeting & No analysis required unless requested by Operations
Unscheduled Downtime 24hrs +
Variance
Tracker entry
Fpe incident
investigation
RCA carried out at
Manager's discretion
> 24 hrs downtime : Team based RCA conducted.
Minimum : (Tradesperson or Supervisor) + (REng or
Superintendent) + (Operator) + (Specialist or OEM as
necessary) within 4 weeks.
Also, RCA presentation to site leadership team 4 weeks.
Throughput at <170tph over 24 hours Variance
Tracker entry
Fpe incident
investigation
RCA carried out at
Manager's discretion No analysis required unless requested by Operations
Recovery loss 10% + over 24 hours Variance
Tracker entry
Fpe incident
investigation
Daily
production
meeting &
action plan
RCA carried out at
Manager's discretion No analysis required unless requested by Operations
NB - 230tph for req throughput rate. Base variances from this figure. * 5Why's and RCA's to be filed by Rel Eng. using AMPLA reference.
RCA to be ICAM, unless root cause already known, (ie SP rundown, scats crusher failure etc)
Action plans - as more of these are done, create 'Master Action Plan', a compendium of all actions being recorded per oretype.
Operational Requirements
Rev 1 draft for discussion - Required Actions for Below Target Performance
16. Process for investigating
16
• Use a standard investigation process – RCArt
• Paint by Numbers approach
• Standardised format – easy to share
17. Warning Signs
• Too many Actions
• Actions not being effective
• Actions not being completed
Actions can range from;
• Change of PM task, detail, frequency
• Increase workforce skills, training, advanced tooling
• Use of ConMon for a new type of task
• Install additional detection equipment, Alarms
• Modify Equipment/ New Equipment
Prioritise Actions
• Risk (probability of success)
• Timeliness
• Impact (value)
Actions
17
18. RCA Metrics
18
• 11 investigations initiated during October
6
5
0
5
10
15
20
25
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
2011 2012 2013 2014
RCA Inves*ga*ons by site
Sepon
Rosebery
Kinsevere
Karumba
Golden Grove
Century
All
19. RCA Metrics
19
1
6 6
11
3
5
16
10
2
5
4
9
0
5
10
15
20
25
30
35
40
RCA Investigation Status by site to
April 2013
Started
On Track
null
In Progress
Completed
Abandoned
7
1
25 21
2
93
18
43
17
64
6
49
0
20
40
60
80
100
120
140
160
180
200
All Century Golden
Grove
Karumba Kinsevere Rosebery Sepon
RCA Action Status Report by site 2012-April
2013
(blank)
Started
On Track
On Hold
In Progress
Completed
Abandoned
20. RCA Metrics
20
19, 4%
149, 33%
44, 10%
18, 4%
4, 1%18, 4%
197, 44%
RCA Action Status - 2012-April
2013
Abandoned
Completed
In Progress
On Hold
On Track
Started
(blank)
85, 8%
502, 46%
277, 25%
32, 3%
7, 1%
126, 11%
63, 6%
RCA Ac*on Status, 2012-October
2014
Abandoned
Completed
In Progress
On Hold
On Track
Started
(blank)
22. The hardest part;
• Continued Leadership & Coaching
• Site Champions
• Promotion of activities via Monthly RCA report
• Mirroring KPI’s against plant performance
• If we are doing the right things in RCA, then the benefits will become apparent
Sustaining the process
22
25. What does a successful RCA program look like?
• Proactive rather than reactive use
• Understood & Supported by Managers
• Targeted at the right type of investigations (the ones that make a difference)
• Cross functional involvement (not just Maintenance)
• Timely completion of investigations
• Active management of actions (we do what we say we will do)
RCA Success
25
