MINING EQUIPMENT MANAGEMENT

Maintenance and
Repair Management
guide book
Dec 2015
Contents
Introduction...................................................3

Maintenance System Description.............5

Preventive Maintenance.......................6
Condition Monitoring............................7
Backlog Management............................8
Planning and Scheduling......................9
Parts Management............................... 10
Component Management................. 12
Repair Management............................ 13
Human Resources/Training............... 14
Performance Evaluation..................... 15
Continuous Improvement................. 16

Implementation Steps................................17
Summary......................................................19
 Introduction
The demanding goals of today’s mining industry have Effective maintenance organizations understand the need
motivated and reinforced a continuous search for operating of well-established processes, supported by appropriate
efficiency in all areas of the production process. Mobile resources, and executed by skilled and well-trained personnel.
equipment plays an important role in the achievement The study of and partnership with these organizations has built
of these goals. Their ability to perform, according to a solid understanding of the processes and techniques that are
specifications, relies on three major factors: Maintenance, effective, as well as those that must be identified in order to
Design, and Application. Each of these three areas correct or avoid them.
must be considered and effectively managed
to optimize the productivity of equipment.

First Eguipment
PCR Disposal
Cycle

MACHINE LIFE CYCLE (BASED ON PCR)

REASONS Detection Unscheduled Periodic

Schedules
Repairs
Planned
Component
FOR DOWNTIME Routines Repairs Services (Major & Minor) Replacement
(PCR)

3
Introduction (Continued)
The key for success is a strong partnership between customers, Structuring a maintenance model that is open and flexible is
Dealers, and the manufacturer. This maintenance model for imperative. Having the ability to incorporate valuable techniques
mining mobile equipment has been developed to accomplish this and new approaches will enable success in achieving the desired
goal. The model includes and lays out ten distinct maintenance result of a safer, more productive operation at a lower owning
processes and routines. and operating cost for the customer.
A proactive maintenance support system is one in which the
condition and application of equipment is monitored constantly.
Maintenance events must be efficiently and effectively managed
and executed, supporting the goal of “repair before failure.”
By identifying potential problems before failure, a mine site can
avoid unscheduled downtime, productivity loss, and potentially
more costly repairs.

4
Maintenance System Description
Key functions must be present for a successful maintenance The five main areas are further developed into ten processes
system. These functions determine the roles and responsibilities recommended in successfully supporting a mine site:
to consider in the process of structuring organizations for on-
site and off-site support. Recommended functions are grouped •  reventive Maintenance
P • Repair Management
into five main areas: Detect – Plan – Execute – Evaluate – • Condition Monitoring • Human Resources/
Correct or Improve. This reinforces the concept of a condition- Training
• Backlog Management
based maintenance program and the search for continuous
• Planning & Scheduling • Performance Evaluation
improvement based on solid evaluation of results
and performance. • Parts Management • Continuous Improvement
• Component Management

EQUIPMENT FLEET RESULTS

Preventive Repair
Maintenance Management
Condition Component
Monitoring Management

Backlog
M&R Human Resource/
Management PROCESSES Training

Planning & Performance

Scheduling Evaluation

Parts Continuous
Management Improvement

5
“High frequency, fixed-interval, planned activities including well-defined
service routines, proactive defect detection and repair execution that support
the goals of equipment reliability and availability.”

Maintenance System Description

Preventive Maintenance
The first function is Preventive Maintenance (PM). PM
groups perform a number of activities scheduled at fixed
intervals. Intervals are normally determined by oil changes and
lubrication periods. These scheduled stops also represent a
valuable opportunity to execute other preventive tasks, such
as adjustments and minor repairs. Predictive tasks, such as
inspections and condition performance tests, should also be
performed during scheduled PM stops.
PM activities are the most well-known function and provide
a strong platform for the execution and control of basic Example of a well-designed PM bay fully “dressed” to promote efficiency and safe
maintenance tasks. They are also excellent “windows of work. See Best Practices (BP 0607-2.9-1081) “Improved PM Operations Using
opportunity” to schedule minor repairs in parallel. Each of the
activities incorporated in PM services must be fully planned and
defined, including the procedures, personnel, time, tools, parts,
and the consumables required.

Example of dedicated tools for Preventive Maintenance.

Example of PM mandatory parts organized as kits.

6
“Timely and accurate detection of changes in equipment
health, operation, and application severity in support of
a “repair before failure” maintenance strategy.”

Maintenance System Description

Condition Monitoring
Active and complete condition monitoring, along with a good Once a problem is detected, an action plan is developed and
backlog / follow-up systems and effective execution of the submitted to Planning to schedule a repair before failure or
repairs before failure are the key elements to maintain running provide operator training, as well as potentially adjust the
machines. There are often many different types of machine maintenance strategy for a machine.
inspections and condition monitoring routines and disciplines.
These routines complement one another and each provides part
of the total picture of machine condition.
Optimum Detection Time
Condition Monitoring routines to consider are:
Too Late
to React
• Equipment Inspections

Condition
• Fluid Analysis
• Electronic Machine Data
Time (Hours) (Use)
• Site Conditions / Application
• Repair History & Backlog

The main objective of these routines is early detection of

symptoms associated with a potential or hidden failure. They can
also indicate changes in machine application that may require
correction in the operation or maintenance strategy of the
equipment.

7
“It is a Planning function that is designed
to effectively manage the pending “To Do List” to
schedule the repairs/corrections before failure.”

Maintenance System Description

Backlog Management
Backlog Management is also key to a good equipment In mining equipment management, we define backlog as the
maintenance system. If the effort that goes into condition defect / work that has been detected and the corrective action
monitoring does not result in a high percentage of planned and can be deferred to a convenient window of opportunity. In this
scheduled repairs, the resulting reliability, costs, and availability way, we empower backlog management to be a powerful tool
will be adversely affected, along with disrupted planning and to proactively work in failure prevention.
scheduling routines.

SYMPTOM PLANNING FAILURE

BACKLOG
MANAGEMENT

1. Symptom of 3. Planning defines 5. Learning

Deterioration the plans and actions from Failures
2. Detection Routines to execute the repairs 4. Detection Routines
(Condition Monitoring) (Condition Monitoring)

TIME If your machine has a defect that needs to be corrected you are already late. It is a Backlog.

8
“The brain of your operation...
It plays a critical role in achieving the
goal of 80% scheduled events.”

Maintenance System Description

Planning and Scheduling

A “repair before failure” philosophy and a high percentage Planning and Scheduling are involved in the five types of machine
of planned and scheduled repairs (benchmark - 80%) should stoppages in the life cycle of equipment:
be the foundation of the overall repair strategy. The Planning
• Periodic services
and Scheduling function plays a critical role in achieving these
goals, and should be carefully considered when structuring • Planned component replacement (PCR)
on-site operations. Planning and Scheduling defines and gathers • Major and minor repairs
necessary fleet equipment information and transforms it into
clear and effective plans and activities, including the scheduling • Detection routines
of execution and controlling results. • Unscheduled events
Planning defines and establishes plans, and forecasts activities Planning and Scheduling are involved in all five types of machine
and how they will happen — including special resources and stoppages in the life cycle of equipment. These are periodic
parts needed, labor requirements and shop space. These plans services, planned component replacement, major and minor repairs,
are then forwarded to Scheduling to coordinate with the repair detection routines, and unscheduled events.
centers and determine the best execution dates.
Effective Planning and Scheduling ultimately achieves a balance
between maintenance and repair activities that need to be done
and resources and overall fleet availability.

PLANNING AND SCHEDULING

Technical Logistical Tactical

Factory Condition Parts & Performance

Scheduling Planning
Monitoring Materials Evaluation

WHAT HOW WHEN

9
“An essential logistical function, the ultimate
goal… Deliver Parts at the Right Time, in the
Right Quantity and at the Right Location.”

Maintenance System Description

Parts Management
“Having the Right Part in the Right Quantity and at the Based on the information provided by the Maintenance
Right Time” is probably one of the most commonly used Department, the Parts Department must design and implement
phrases when maintenance people refer to the function of the required functionalities, both on-site and off-site.
the Parts Department. Achieving this ideal scenario requires
Elements to consider in the implementation of
strong and clear communications between the Parts and the
Parts Management are:
Maintenance Departments.
• Parts supply channels/sources
Accurate and complete parts demand history, and a
well-supported forecast of future needs, are key elements • Communications
the Maintenance Department must provide to the Parts • Specialized labor (HR)
Department in order to define, implement, and maintain correct • Management support tools
on-site parts support. Parts and Maintenance Departments, • Facilities
through the planning and service groups, need to coordinate
• Inventory (parts and components)
activities and share information related to all repairs, repair
plans, and parts logistics. • Backlog parts
• Working procedures
• Performance evaluation

Optimizing Parts Optimizing Equipment

Management Controlling: Inventory Definition Management:
Preventive Maintenance Plan
• T otal Investment
• On time and fast repairs.
- Number of Items
Backlog Management • On Time: F ailure Prevention,
- Total US Dollars
• P arts Rotation Mean Time Between Stops
Component Replacement Plan
(MTBS)
• P arts Consumption History
PARTS FORECASTING • Fast Repairs: Optimizing
• Inventory Replenishment
System Repair Times, Mean Time

• O
 bsolescence Service Fill Level To Repair (MTTR

• W
 arehouse Management Results of Reliability and
Response Time
- Facilities Percentage of Scheduled
- Parts Storage Conditions Parts Delivery work impact the Parts
- Operation Management results.
Parts Integrity

Fleet Goals achieved in the most

cost effective manner.

10
EQUIPMENT FLEET RESULTS
Maintenance System Description

Parts Management (Continued)

The on-site storage of parts and components represents a challenge
in terms of facilities and parts integrity preservation. Parts and
components are expensive and must be in perfect condition when needed.
Contamination control practices must be fully observed.
It is important to consider the level-of-control of fleet maintenance and
repair activities, which as a significant impact on the performance results
of parts support. Measuring the “Percentage of Scheduled Downtime”
provides an indication of the control over the
M&R activities of your fleet.

11
“Components are key cost drivers…
they must be managed efficiently and effectively.”

Maintenance System Description

Component Management
Components are key cost drivers. Success in managing them • E stablish a performance baseline for all
(achieving expected life cycle and operational cost) is critical components installed in the machine
in meeting maintenance and production cost (cost/ton) of the • Maintain consistent communication with repair centers
equipment. While relatively small and frequent repairs primarily - Submit accurate, complete, and timely information
affect availability, operational cost is directly affected by major regarding components removed
repairs, especially components. As a result, a separate process in
- Acquire and receive information of the
the model is dedicated to Component Management. Within this
components to install.
process, there are stages and critical activities to consider:
- Learn from failures; perform wear analysis
• Acquire/define component life goals
• Produce and keep accurate records
• D efine component strategy • Evaluate performance of components and
• Determine component inventory all steps of the process
(protective and normal PCR) • Apply immediate corrections to problems or pursue
• Define R&I parts kits and incorporate into the inventory solutions through Continuous Improvement
• Commission new machine components to establish
performance baseline
• Implement an effective component tracking system.
• Define and execute adequate PMs
• Execute in-frame repairs as needed
• Keep components clean; observe oil and fluid
cleanliness specifications
• Condition Monitoring
- Track component health and application
- Incorporate CM input into short-term
(condition) and medium/long-term plans
(target life projections)
• Establish PCR forecasts (medium and long term)
• Planning and Scheduling
- Standard jobs
- Backlog execution goals
- Incorporate PCR into maintenance and repair plans
• Define and apply pre-PCR inspections
• Follow recommended removal and installation
(R&I) procedures

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“Adequate resources organized and managed
to perform efficient & effective repairs.”

Maintenance System Description

Repair Management
Repair Management is dedicated to the execution of all • Execution of unscheduled repairs
maintenance activities on the equipment. These activities can • Coordination of all on-site repair centers,
be planned or unscheduled, requiring appropriate preparation such as Tire, Welding, Communications, etc.
from the on-site organization in terms of resources and skills to • Monitor and support Field Service
respond adequately.
• Primary area for providing
The shop and the field are two distinct service areas that Repair planned availability.
Management must consider in a mining operation. The nature of Adequate resources, both in quantity and skill, organized
the services performed in these two areas must be considered effectively, and equipped with the right tools and facilities,
when organizing support by developing and assigning are critical contributing areas to performance results for
specialized personel. Repair Management.
Field Service
is the first line of support for the equipment fleet operation.
Primary responsibilities include:
• R
 esponding to unscheduled calls as the first
line of customer support
• Quickly diagnosing the problem and defining
actions for repair
• Repairing immediately in the field, or sending equipment
to the repair shop as needed
• Assisting with the coordination of the machines
scheduled for repairs/maintenance
• Coordinating all work in the field, such as lube,
tires, third parties, inspections, etc.
• Performing and reporting constant application
– operation observations.

The nature of the services performed in the field and the

performance of Field Service directly influence Mean Time
Between Stops (MTBS) results.
REPAIR SHOP
The repair shop is dedicated to scheduled repairs, including
PMs and PCRs, and unscheduled repairs that cannot be
performed in the field because of time, resource, or
contamination control reasons.
Shop service responsibilities include:
• Execution of scheduled activities
- PMs
- PCRs
- Major and minor scheduled repairs
13
“People…the most
valuable asset to a company.”

Maintenance System Description

Human Resources/Training
The scope of operation, mine production goals, and the
maintenance strategy are the starting points for defining the
required on-site organization. The functions to be performed
dictate the quantity and characteristics of the personnel required.
Defining the organization is the first step. Ask this question. What
is necessary, in terms of the number of people and the skills
required, in order to perform the job and meet expected goals?
The key to success is having the right people, in quantity and skill,
organized effectively to execute specific routines and functions,
and who share a common goal.
Every person in the organization brings a set of values,
personal goals, and abilities developed from past experience
and education. This represents the first challenge. Develope a
skills/competencies inventory. Assign the correct person to the
appropriate function or role in the organization. Start managing
resources and logistics to ensure this team of people can work to
their maximum abilities. Major areas to concider are:

• Maintenance organization
• Roles and responsibilities
• Competencies
• Personnel recruiting
• Outsourcing
• Personnel career management
 - Skills/competencies
- Additional training needs
- Leadership development
- Performance evaluation
• Labor management
• Benefits and compensations
• HR logistics
• Personnel retention and succession
• Company regulations compliance

The integration of Human Resources with the other on-site areas

(Planning, Shop, Field, Administrative, etc.) is critical in understanding
the needs and providing adequate support for an effective operation.

14
“Measure – Evaluate – Manage
Transforming Data Into Information”

Maintenance System Description

Performance Evaluation
Effective management requires measuring performance, • D efine the desired outcome (What are we here for?)
comparing results with targets and goals, discovering problems • Define goals, objectives, and targets
or substandard areas and focusing prioritized actions to improve,
• Select and define the Key Performance Indicators
correct, or ensure sustainability of gains already obtained.
(KPIs) to use
Performance Evaluation is the recommended process used to • Establish information required to generate KPIs
encourage the disciplined analysis of information generated by
• Review, design, and implement the data
on-site operations.
collection process
• Design reports and distribution network
• Establish interpretation guidelines
• Gather accurate information
• Calculate KPI results and generate necessary reports
• Analyze and interpret results
• Distribute results and reports
• Identify corrections, improvements, and
management actions

Managing without solid information and meaningful

management metrics is managing by intuition.

MANAGE

Report Goals and

Objectives

Analyze Key Performance

Indicator

Measure Date

15
“ Ongoing effort to improve.”

Maintenance System Description

Continuous Improvement
Continuous Improvement (CI) is the logical final function. - Document
After measuring and detecting areas of opportunity, the entire • I dentify solution/improvement
organization must be involved in the search for solutions. - Define solution
A formal and organized approach is needed to guide the
- Develop implementation/operation procedures
organization and keep them on track and focused on the critical
areas of opportunities. • Present solution to process owners
- Discuss solution(s)
There are many Continuous Improvement methodologies
- Train the process owners in the
available from which to choose, adopt, and adapt to specific
proposed improvement
site characteristics. The methodology of “6 Sigma” is a
systematic approach to find the root cause of problems and • Implement
identify the incremental improvements to implement. - Follow up implementation
• Follow up results
Major steps to observe in implementation of this
approach include: - Measure
- Analyze
• I dentify opportunities
- Document
• Determine impact, return on investment,
• Validate solution or recycle to CI process/team
prioritize, select
• Communicate results
• Assign projects
- Select team members The process must be monitored and overall results measured to
- Form teams ensure sustainability and the most effective
• Define problem, scope, and outcomes return on investment.
• Conduct CI meetings
- Measure Continuous Improvement should be a series of ongoing efforts. It
is an ongoing journey that will continue throughout the life of the
- Analyze
maintenance organization.

The implementation of the ten recommended processes will allow you to take control of the maintenance
operation. This is the key for successful management of the site. Review and assess operations. Determine
if the recommended functions are in place and performing as expected. Identify gaps and opportunities,
and implement improvements as needed. Measure the end results.

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Implementation Steps

1. Evaluate current on-site

maintenance operations.
Apply Gap Analysis Tool (GAT) – available through Global Mining
Product Support. The GAT is a survey dedicated to evaluating the
ten processes recommended by Caterpillar Global Mining.
Establish the “As Is” situation, by performing two
distinct activities:
• Determine the Process Flow Diagrams of all the processes
implemented on-site.
• Based on the observations guided by the GAT tool and the on-
site investigation, document the current processes.
Measure current performance results and document for future
reference. Apply the metrics recommended in the Caterpillar
Global Mining document “METRICS (KPIs) TO ASSESS PROCESS
PERFORMANCE”, which can be obtained from a Caterpillar
Mining Equipment Management consultant.
Determine areas of opportunity.

2. Project Definition
It is important to develope a clear Project Charter to document 6
important areas:
• Business Case
• Opportunity Statement
• Goal Statement
• Project Scope
• Project Plan (Timeline)
• Project Team

17
Implementation Steps (Continued)
3. Implementation Plan Validation & Reports
Validate the progress and communicate results to the
Document findings. The 3W (what, who, when) form is
implementation team, process owners, process operators and
recommended to record findings and opportunities.
all stakeholders.
Devise and document solutions to improve or correct
Corrective Actions
weaknesses. Use related BPs to support the search for ideas
Apply corrective actions if needed to ensure progress of the
and solutions. Use a separate column on the 3W form to record
implementation.
solutions and actions to be taken.
Analyze and determine resources needed, time to
implement and expected benefits. 5. Final Validation
The final validation of the project includes two important
Prioritize implementation of the different actions based on
actions. The first is the validation of the accurate execution of
Return-On-Investment (ROI) results.
the implemented process(es); the second is the measurement
Assign responsibilities and expected completion dates of the results and impact on the goals of the maintenance and
for each activity. repair operation.
Get “Buy-In” (acceptance) from the on-site organization.
It is important to get the buy-in of the on-site organization. .
They are the ultimate process owners of the maintenance and
repair strategy. Present the action plan, implementation strategy
and expected benefits. Involve them in the implementation of
solutions and plan in-depth training for all involved personnel.
Approve the plan and start implementation

4. Project Management
Progress Tracking
• Follow up the implementation of the action plan.
• Set up check points.
• Review compliance of completion dates for tasks.
• Receive and analyze work progress from the
responsible personnel.
• Reinforce positive results.
• Identify and eliminate threats and obstacles.
• Support ownership of the on-site organization.
• Support the positive change of personnel and correct
negative attitudes or oppositions.
• Make adjustments as needed.

18
Summary

The recommended maintenance and repair model presented We are confident the implementation of the
here is a result of years of analysis and the observation of processes presented here, and the disciplined
many different mining operations. This includes more than execution of the involved tasks, will help in
fourteen years of collecting and collaborating on dealer best gaining control of the maintenance operation.
practises. Effective organizations were studied, as well as You are in control and can guide the organization in
those that needed help to improve. With the understanding of the direction defined by the maintenance strategy,
“what works and what doesn’t,” the foundational elements of and ultimately, the production plan of the mine.
the proposed system were established.
The final contribution of a consistent and effective
The successful implementation and management of the maintenance system is to support safe and
proposed maintenance system model is based on critical productive operations of the mining equipment at
functions that must be performed. There are a wide variety the lowest possible cost per ton.
of mining operations with different characteristics in size,
complexity, equipment, geography, and more. These variations
determine the type of organization and resources that will be
assigned to execute and control the work on-site. The final
structure of the organization is not the main concern. It is the
implementation and execution of specific functions, functions
that must be implemented and managed to ensure the
effectiveness of the system

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