Productivity Improvement On Development

7/24/2019 Productivity Improvement On Development

1/40

Productivity Improvement onProductivity Improvement onDevelopmentDevelopment

Kevin Whipkey, Norwest CorporationKevin Whipkey, Norwest CorporationThe Rocky Mountain Coal Mining InstituteThe Rocky Mountain Coal Mining Institute

101101stst

Convention & Annual MeetingConvention & Annual Meeting


2/40

How is ImprovementHow is ImprovementBeing Achieved?Being Achieved?

Section EquipmentMine Layout/ProjectionsWork ScheduleMaintenanceManagement


3/40

Section EquipmentSection Equipment

Full-face CM/roof bolting machinesIn-place mining vs. place-change mining

Adequate numbers of equipmentHaulage carsRoof bolters


4/40

Joy 14CM15 Miner/Bolter Joy 14CM15 Miner/Bolter


5/40

VoestVoest -- Alpine ABM 14 Miner/Bolter Alpine ABM 14 Miner/Bolter


6/40

Typical Cut SequencesTypical Cut Sequences

** FullFull --facefaceCM/bolter CM/bolter


7/40

Adequate Numbers of Adequate Numbers ofEquipmentEquipment

Haulage carsOptimize for particular section set-up

Roof boltersTypically 2 machines to minimizewait-on-bolter time


8/40

Mine Layout/ProjectionsMine Layout/Projections

Number of Entries

Pillar Sizing

Ratio: Total Development/Panel Length


9/40

NumberNumberofof

EntriesEntries


10/40

Number of EntriesNumber of Entries

Three-entry gate developmentMost common

Two-entry gate development

Safety considerationsWestern U.S.


11/40

PillarPillarSizingSizing


12/40

Pillar SizingPillar Sizing

Increase pillar lengthImproves roof controlReduces cross-cuts

Restricted by regulations (ventilation)Point of diminishing return

Safety is determining factor Adequate roof & rib control


13/40

Ratio of Gate Entry DevelopmentRatio of Gate Entry Development(total linear feet) to Panel Length(total linear feet) to Panel Length

(feet)(feet)

Ratio of 4 or less is optimal


14/40

Work ScheduleWork Schedule

Alternative schedule

Traditional schedule


15/40

Weekend Warrior 7Weekend Warrior 7 --Day WorkDay WorkScheduleSchedule


16/40

Alternative Schedule Alternative Schedule -- ProsPros

Increase utilization of capitalinvestment

Reduce number of hours worked byeach employee (theoretical)

Improve attitude of workforce


17/40

Alternative Schedule Alternative Schedule -- ConsCons

Requires additional manpower

Mixed resultsProduction

Overtime hoursCost


18/40

Idle/Preparation ShiftsIdle/Preparation Shifts

Belt and power advancementscompleted within allocated time frame

Production equipment serviced andready for operation

Time to first coal is critical


19/40

Example of Schedule ChangeExample of Schedule ChangeSend in a few personnel just prior to shiftstarting time to perform requiredregulatory checks on section &

equipmentImprovement of 15 to 30 minutes for timeto dump 1 st car


20/40

MaintenanceMaintenance

Preventive Maintenance

Predictive Maintenance


21/40

Preventive MaintenancePreventive Maintenance

Enhanced by computer softwarepackages

Reduce unscheduled downtimeConsistent servicing

Component replacement prior to failureImprove availability


22/40

Predictive MaintenancePredictive Maintenance

Increased emphasis as technologyhas become more accurate, practical,and affordable

Predictive maintenance engineers


23/40

Examples of Predictive MaintenanceExamples of Predictive Maintenance

ApplicationsElectrical motors

Conveyor beltsystems

TypeVibration

analysisThermographyNon-destructivetesting


24/40

FLIR Systems Infrared CameraFLIR Systems Infrared Camera


25/40

ManagementManagement

Emphasis on CM development

Back to basics


26/40

Average Delivered Price of Total Average Delivered Price of Total

U.S. Coal ProductionU.S. Coal Production

0

10

2030

40

50

60

$/Ton

1980 1985 1990 1995 2000

Year

Bituminous

All Coal Types


27/40

Management ItemsManagement ItemsCoordinatorsMine modeling

AccountabilityIndustrial engineeringProblem solving


28/40

CoordinatorsCoordinators

Longwall coordinators

CM coordinators


29/40

CM Coordinator OrganizationCM Coordinator Organization

ChartChart


30/40

Mine ModelingMine Modeling

Improved forecasting of CMdevelopment

Allows What if analysis

Future timing problems identifiedearly


31/40

TT

IIMM

IINN

GG

MM A APP


32/40

Accountability Accountability

Stressed at all levels, from equipmentoperator to upper management

Projected and actual performancedata for safety, cost, and productivitynow being shared

Production Crew A Production Crew B Production Crew C Production Crew D Preparation Crew


33/40

June Target Actual Diff. Target Actual Diff. Target Actual Diff. Target Actual Diff. Target Actual Diff.1 150 100 (50) 150 165 15 15 10 5

2 150 155 5 150 160 10 15 15 03 180 200 20 180 180 0 15 25 (10)4 180 175 (5) 180 190 105 150 145 (5) 150 155 56 150 160 10 150 170 20 15 20 (5)7 150 165 15 150 175 25 15 5 108 150 140 (10) 150 110 (40) 15 10 59 150 150 0 150 145 (5) 15 10 5

10 180 180 0 180 165 (15) 15 20 (5)11 180 185 5 180 175 (5)12 150 135 (15) 150 140 (10)13 150 125 (25) 150 150 0 15 30 (15)14 150 145 (5) 150 150 0 15 10 515 150 170 20 150 160 10 15 15 016 150 155 5 150 135 (15) 15 5 10

17 180 185 5 180 205 25 15 15 018 180 185 5 180 190 1019 150 140 (10) 150 150 020 150 90 (60) 150 180 30 15 20 (5)21 150 165 15 150 120 (30) 15 15 022 150 170 20 150 140 (10) 15 15 023 150 150 0 150 165 15 15 10 524 180 195 15 180 185 5 15 20 (5)

25 180 150 (30) 180 185 526 150 160 10 150 135 (15)27 150 140 (10) 150 130 (20) 15 15 028 150 135 (15) 150 135 (15) 15 10 529 150 170 20 150 125 (25) 15 5 1030 150 155 5 150 170 20 15 10 5

Total 2,700 2,640 (60) 2,700 2,685 (15) 2,040 2,035 (5) 2,040 2,055 15 330 310 20

Footage Mined Footage Mined Footage MinedForeman: B. ReadyCrew B - Foreman: Jones Crew C - Foreman: Doe Crew D - Foreman: Buck

Time to First Coal (min.)Month Foreman: Smith

Footage MinedWW

A ALL

LL

CCHH

A ARRTT


34/40

Industrial EngineeringIndustrial Engineering

Time study/productivityimprovement analysis

In-house and independent

technical review of CM operatingpractices

Company - Mine DelayDate - Shift CodeTravel, LunchCycle

ElementsTime O'day Delays

KeyWords


35/40

TT

IIMM

EESSTTUUDDYY

Activity/Event H o u r s

M i n u t e s

S e c o n d s

C a r

E l a p s e d

L o a

d

T i m e

C h a n g e

T i m e

R e s e t

T i m e

E x t e n

d

T u b e

M o v e

T i m e

M a i n t .

D e l a y

N o n -

M a i n t .

O v e r l a p

T r a v e

l I n

T r a v e

l

O u t

L u n c h

Start Portal Meeting 19 49 0 Mine Foreman/Shift Coord.

Depart Surface 19 52 52 3.87 3.87 Overlap Section ForemanTravel In 20 17 7 24.25 24.25 Travel In Miner Operator

Safety Meeting 20 19 6 1.98 1.98 Non Maint Crew: 8 + 2 mechanicsWalk to Miner 20 24 5 4.98 4.98 Non Maint

Totals 35.08 0.00 0.00 0.00 0.00 0.00 0.00 6.97 3.87 24.25 0.00 0.00Place 1 start of cutMOVE 1 23 25 4.32 4.32 Back in #2 entry to 31 break

Wait on Bolter 1 56 31 33.10 33.10 Maint Bolter down for hydraulic oilMOVE 2 5 2 8.52 8.52 From #2 to #3 entry

Load 2 5 47 20 0.75 0.75 Push Push carChange 2 10 1 4.23 4.23 Bolts 2 feet from faceLoad 2 10 56 18 0.92 0.92

Change 2 12 10 1.23 1.23Load 2 12 45 20 0.58 0.58

Change 2 17 35 4.83 4.83Load 2 18 16 18 0.68 0.68

Change 2 19 49 1.55 1.55Load 2 20 45 20 0.93 0.93

Change 2 24 53 4.13 4.13Load 2 25 36 18 0.72 0.72Change 2 27 24 1.80 1.80Load 2 28 0 20 0.60 0.60

Change 2 32 23 4.38 4.38Load 2 32 58 18 0.58 0.58

Change 2 34 38 1.67 1.67Load 2 35 33 20 0.92 0.92

Change 2 39 50 4.28 4.28 Miner set over to right sideLoad 2 41 4 18 1.23 1.23

Change 2 42 32 1.47 1.47Load 2 43 17 20 0.75 0.75

Change 2 45 16 1.98 1.98Load 2 45 52 9 0.60 0.60Load 2 45 52 9 0.00 0.00 Clean-up Clean-upReset 2 49 3 3.18 3.18 Move to left sideLoad 2 49 58 18 0.92 0.92 Clean-up Clean-up

Place 1 Totals 90.87 10.18 31.57 3.18 0.00 12.84 33.10 0.00 0.00 0.00 0.00 0.00Place 1 Averages 0.44 1.37 0.14 Total Cars Loaded: 14

Cut Dimensions: 37.0' x 18.5' x 10.0'

Comments


36/40

P bl S l iP bl S l i


37/40

Problem SolvingProblem Solving

Team concept incorporatingemployee input

Reward system

Team discussions may identify otherproblem areas

Empowering employees improvesattitude and performance

SS


38/40

SummarySummary

Management focus on CM

development critical to productivityincreases

Technological advances continue todrive improvement, but are not primaryfactor

Maintenance programs have evolvedinto important tools


39/40

Summary (cont.)Summary (cont.)

Mine layout limited by specificconditions

More critical aspect of sectionequipment selection is havingadequate numbers

Correct work schedule for eachoperation


40/40

Acknowledgments AcknowledgmentsThe operating companies that respondedto requests for information, and providedfeedback for this paper

Wayne Thomas @ Joy Mining MachineryFrank Hyden @ Voest-Alpine

Mike Rotigliano @ FLIR Systems

Documents

Productivity Improvement On Development