Presentation on theme: "R OADWAY D EVELOPMENT “TEMPO” L EAN AT K ESTREL Rod Pike Superintendent Development Gateroads Rod Graves Development Coordinator."— Presentation transcript:
R OADWAY D EVELOPMENT “TEMPO” L EAN AT K ESTREL Rod Pike Superintendent Development Gateroads Rod Graves Development Coordinator
TO IMPROVE IS TO CHANGE, TO BE PERFECT IS TO CHANGE OFTEN Sir Winston Churchill
B ACKGROUND Kestrel Mine 20 year old mine. Highest profit returning business for Rio Tinto Coal Australia. We have a young, energetic and mature workforce. Tony Lennox had a focus on “good reputation” as a measure of success and good reputation is built on principles and actions. Lean Thinking is based on good principles and actions. Farthing West has been assisting us to implement Lean at Kestrel. Three areas of influence: People Behaviour - involvement in problem solving (ideas and actions) ProcessUsers - Standardise and improve processes (end users) EquipmentProcesses and maintenance. Its all about the people Developing Worker Problem Solvers.
P ANEL A DVANCE T OOLS 3 Key Documents There are 3 documents that make up the suite of tools for the panel advance : The Overview Detail Cards Check Lists Note it is the intent to incorporate the trigger for issuing all documents onto the panel sequence plan on the Lean Story Board. Detailed Card Overview Check List
R EADING THE O VERVIEW Time in blocks of 30 mins Manning Tools / materials required Summary of activity Activity number for reporting Reference for details Vehicle Teams / parallel tasking Overview Card
S TANDARD WORK C ARDS Teams Colour The team breaks up to do individual tasks
F RONT OF S TANDARD W ORK C ARDS Reference Name Expected elapsed time at end of this task Manning, vehicle and expected time Time activity began – written in by team leader Read the card and Do a Take 5 Detail on each activity Activity number for reporting Written in by Team Leader When management (ERZ controller/supervisor, coordinator, superintendent etc) checks on progress the focus is on learning and improving. If progress is lagging what are the root cause issues? Front of Detail Card
R EAR OF S TANDARD WORK C ARDS Tools / Material needed Version and Date of last revision Sketch / picture Colour legend Team leader should provide feed back on the detail - times – sequence – errors in instructions - omissions in instructions – safety improvements – suggested new techniques – engineering mods etc Rear of Detail Card
C OMBINED O VERVIEW Kestrel – Pillar cycle times improving. In spite of more support, greater cross grades (now 1:11), weaker roof (less than 10 mpa) and high water intakes KME is targeting more improvement. A 10 day pillar cycles.
M ODELLING LONGER PILLARS AND FASTER WHEELING KME – longer pillars and faster wheeling. 5% potential improvement from longer pillars
T IME TO F IRST C OAL Comments Time to First Coal is averaging in excess of 4 hours per shift after allowing for Panel Advances, mobilisation and Maintenance days. Typical best times are about 1 hour 20 mins 308 307 309
M EETINGS / P ASS / T RAINING Comments In the order of 2.2 days per 28 days are lost for meetings pass and training - the morning meeting accounting for a significant portion of this time 308 307 309
R OAD WORKS Comments 1.3 to 2.1 days per 28 days are lost with road cleaning. This time probably understates the problem. 308 307 309
C UTTING TIME Presently Only 6 days cutting every 28 days
C UTTING TIME 34 HOUR PER WEEK TO 50 HOURS Multiple small steps Getting the crew away on time Having the transports from pit bottom to the panels pre started Controlling meeting times Using between shifts and cribs to clean roads etc Concentrating on horizon control to reduce the need to clean roads Having tradesmen stay at the face to prove that the machine is producing correctly Train outbye workers to assist in manning the miner during one of the two crib breaks Staying at the face to cut till the end of the shift Commence planning for overlapping shifts to improve maintenance window utilisation
P ILLAR C YCLE M ODELLING MORE HOURS Focusing of roster issues – 30% improvement
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