BEST PRACTICE SERIES

Repair Management
Component
Site Component MARC
Application Maintenance Life Safety
Management Rebuild Management
Management

Repair Management ..................................................0

1.0 Introduction........................................................1
2.0 Best Practice Description ..................................2
3.0 Implementation Steps......................................17
4.0 Benefits ...........................................................19
5.0 Resources Required........................................19
6.0 Supporting Attachments / References /
Resources................................................................20
7.0 Related Best Practices ....................................20
8.0 Acknowledgements .........................................21

March 08
1007-2.0-1107
300 Hamilton Blvd., Ste. 300, Peoria, IL 61629-3810, U.S.A. catminer.com
CAT GLOBAL MINING BEST PRACTICE SERIES

1.0 Introduction

This Best Practice is part of a series of Strategic Best Practices that are directed to address in
detail the ten (10) different processes of the Caterpillar Global Mining Maintenance & Repair
Process recommended to manage your on site mining operations.

Repair management is the functional element that is dedicated to the execution of all the
maintenance activities on the equipment. These activities can be planned or unscheduled,
requiring from the on site organization the appropriate preparation in terms of resources and
skills to respond adequately.

“Adequate Resources Organized & Managed to Perform

Efficient & Effective Repairs”

There are two distinct service areas that Repair Management must consider in a mining
operation, the shop and the field. Because of the nature of the services performed in these two
areas, effective mines recognize the need of organizing the support in the same way,
developing & assigning specialized crew and equipment to each of them.

Field Service Operation Shop Operation

Adequate human resources (HR), both in quantity and quality (appropriate skills), organized
effectively (organization structure), and equipped with the right tools and facilities are the
critical contributing areas to the performance results of your repair management function.

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CAT GLOBAL MINING BEST PRACTICE SERIES

The Right People, well equipped supported by adequate Facilities… key for
Success in Repair Management.
Photo: Courtesy of Sotreq, Brazil – Samarco On Site Crew

2.0 Best Practice Description

The scope and characteristics of the Repair Management (RM) function will be determined by
the maintenance activities / routines that are going to be performed in a particular mine site.
The first step in designing and implementing the Repair Management function is to analyze the
Maintenance Strategy to determine the characteristics of the service required.

Mine Production
Requirements

CSA’s definitions

Maintenance Establish the Repair

Fleet Strategy
Characteristics Management Plan

Site (What is what we have to

Characteristics accomplish and How…)

External Support

THE INFORMATION HERON IS THE PROPERTY OF CATERPILLAR INC. AND/OR ITS SUBSIDIARIES. WITHOUT WRITTEN
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CAT GLOBAL MINING BEST PRACTICE SERIES

In the Repair Management Plan, we outline all the necessary procedures and resources to
perform the Maintenance & Repair activities efficiently and effectively. - “What are we going to
do? How are we going to do it? What resources will we need?”

Implement

Periodic Services
Main Shop

Major & Minor

Repairs
Repair Implement
Management Major Support
Areas
Plan PCRs
Planned Component
Replacement

Field Service
Unscheduled Repairs

Routines

Mining mobile equipment are subjected to maintenance and repair activities that can be executed
in the Field or in the Shop. Our strategy has to consider these two main areas, Field and Shop.
The activities that normally take place in these two areas are:

Field Service

- Diagnostic of unscheduled machine stops

- Short / small repairs
- Repairs that don’t require the opening of a component or system
- Visual observation of machine application and operation
- Coordination of all Field machine related activities

Shop Service

- Scheduled machine maintenance & repair, including

o Preventive Maintenance
o Component Exchange (PCR)
o Major & Minor Repairs (Backlogs executed outside the normal windows of
opportunities)
- Unscheduled Repairs
- General coordination of the entire maintenance operation

THE INFORMATION HERON IS THE PROPERTY OF CATERPILLAR INC. AND/OR ITS SUBSIDIARIES. WITHOUT WRITTEN
PERMISSION, ANY COPYING, TRANSMITTAL TO OTHERS, AND ANY USE EXCEPT THAT FOR WHICH IT IS LOANED, IS PROHIBITED.

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CAT GLOBAL MINING BEST PRACTICE SERIES

Field Service

The Field Service is a very dynamic function that must respond quickly and effectively to all
types of service calls. The right personnel properly equipped and trained in the correct working
processes are key issues to consider at the time of the implementation of the Field Service.

The first process to review and understand is the overall Field Shift operation, the tasks that
the field crew performs to keep repairs progressing from one shift to the next. Many sites
overlook the importance of an effective handoff of work. Preparing the work and information to
ensure the continuation of the field support in the upcoming shifts is often as important as the
work actually being done on a given shift. As there are multiple shifts to cover the 24 / 7 mine
operation, effective handoff of work is vital to an efficient Field Service operation.

An efficient and effective shift passing is a must and is based on accurate information. We
recognize three groups of information that must be present in the shift passing process:

1.- Equipment Related

- Fleet Status Report
- Updated Maintenance & Repair Program (Week)
2.- Mine / Production Related
- Mine active issues (Application and/or Operation)
- Production / Operation Plan
- Mine accessibility
3.- Resources
- Personnel
- Equipment (Vehicles, tools, communications, etc.)

M&R Program
Mine
Updates
Maintenance & Repair Program Week : 43
Condition Monitoring - Application Severity
Date: September, xx, 2006
Active In Pit Observations
September, 2006
Time Friday Sa turday Sunday Monda y Tues da y We dnes da y Thursday
05:00 110 - PM2 10 8 - P M2 10 3 - P M1 106 - PM1 101 - PM2
07:00
09:00 10 9 - P M1 108 PCR 1 08 PCR 1 08 PCR 10 8 PCR
11:00 10 7 - P M3
13:00 105 S R
15:00
17:00
19:00 Level 1
21:00
23:00
Downtime - Availability P rojection Level 2
PM h 8 16 16 8 8 0 0
Ba cklo gs 2 4 8 0 0 0 0
# Ba cklo gs
Sche dule d h 8 20 24 24 24
Un sche duled h 12 12 12 12 12 12 12
To ta l h 30 32 36 40 44 36 36
Est. Availab ility 88% 87% 85% 83% 82% 85% 85% Level 2
Labor Hours Required - Projec tion
MH - PMs 40 80 80 40 40 0 0
MH - Ba cklo gs 12 24 32 8 8 0 0
Sche dule d h 24 0 0 60 72 72 72

No
Un sche duled h 48 48 48 48 48 48 48
MH - Req uired 124 152 160 156 168 120 120
150 150 150 150 150 150 150
MH - A va ilable
Level 2

Notes:

- Truck 105 is still due for this week. We will confirm the new date for entering this unit to the
Shop.
Need Resources ?

Status of Week
Program (Shop & Mine active Issues
Tires) to incoming
Shift Resources Receive / Acquire
Maintenance &
Review Shift Resources Production Programs

Receive Vehicles and Maintenance & Repair

other resources from Programs
prior Shift

Receive Shift Situation

Shift Start
from prior Shift

Acquire latest HR report.

Confirm personnel on
Production / Operation
Plan
Production
Duty
Plan
RM - 13

Mine Operation ABC

Fleet Status
Shift: A Date: 18-Sep-06

Total Equip. Operating Available Avail % Down Shop Tires Field

Fleet 1 17 13 1 82% 3 2 1 0

Fleet 2 14 11 1 86% 2 1 0 1

Fleet 3 9 9 0 100% 0 0 0 1

Fleet 4 17 15 0 88% 2 1 0 1

Total 57 48 2 88% 7 4 1 3

Service Field Vehicles

Vehicle

FS - 101

FS - 102
Status

Available

Available
OK

OK
Observations

RM - 14 Acquire Production Plan

FS - 103 Available Scheduled for PM; Replacement already requested.
for the Month
General Observations:
- Priority 1 is Truck 107. Located in Blasting Area.
- Truck 287 scheduled for 200 h PM at 5:00 AM

Human
Resources

Fleet Status Dispatch

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CAT GLOBAL MINING BEST PRACTICE SERIES

1.- Equipment Related Information

The incoming shift must quickly identify the status of all the equipment in the fleet and the Field
Service priorities to follow. The Equipment Status Report is a commonly used tool for this
purpose.

Mine Operation ABC

Fleet Status
Shift: A Date: 18-Sep-06

Total Equip. Operating Available Avail % Down Shop Tires Field

Equipment operating, on stand
Fleet 1 17 13 1 82% 3 2 1 0

Fleet 2 14 11 1 86% 2 1 0 1
by, or down and location. It also
Fleet 3 9 9 0 100% 0 0 0 1
provides a balancing count to
Fleet 4 17 15 0 88% 2 1 0 1 ensure all equipment are
Total 57 48 2 88% 7 4 1 3
considered / included.

Service Field Vehicles

Vehicle Status Observations A quick summary of the support

FS - 101

FS - 102
Available

Available
OK

OK
equipment status is also
FS - 103 Available Scheduled for PM; Replacement already requested. included in the report.
General Observations:
- Priority 1 is Truck 107. Located in Blasting Area. Service priorities
- Truck 287 scheduled for 200 h PM at 5:00 AM

Example of a Field Service Report

The Fleet Status Report gives a quick and effective view of the current status of all the
equipment of the operation. Now the M&R Schedule for the week gives the other portion of the
information needed. “What equipment is scheduled to be down?”

Maintenance & Repair Program Week : 43

Date: September, xx, 2006

Time Friday Saturday Sunday Monday Tuesday Wednesday Thursday

05:00 110 - PM2 108 - PM2 103 - PM1 106 - PM1 101 - PM2
07:00
09:00 109 - PM1 108 PCR 108 PCR 108 PCR 108 PCR
11:00 107 - PM3
13:00
15:00
17:00
19:00
105 SR

The updated M&R program is

submitted daily to the Field Service
21:00
23:00
Downtime - Availability Projection
PM h 8 16 16 8 8 0 0
Backlogs 2 4 8 0 0 0 0
# Backlogs
Scheduled h
Unscheduled h
Total h
8
12
30
12
32
12
36
20
12
40
24
12
44
24
12
36
24
12
36
crew.
Est. Availability 88% 87% 85% 83% 82% 85% 85%
Labor Hours Required - Projection
MH - PMs 40 80 80 40 40 0 0
MH - Backlogs 12 24 32 8 8 0 0
Scheduled h
Unscheduled h
MH - Required
MH - Available
24
48
124
150
0
48
152
150
0
48
160
150
60
48
156
150
72
48
168
150
72
48
120
150
72
48
120
150
Field Service follows up the
program and assists with the
stoppage of the machines when
Notes:

- Truck 105 is still due for this week. We will confirm the new date for entering this unit to the
needed.
Shop.

THE INFORMATION HERON IS THE PROPERTY OF CATERPILLAR INC. AND/OR ITS SUBSIDIARIES. WITHOUT WRITTEN
PERMISSION, ANY COPYING, TRANSMITTAL TO OTHERS, AND ANY USE EXCEPT THAT FOR WHICH IT IS LOANED, IS PROHIBITED.

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CAT GLOBAL MINING BEST PRACTICE SERIES

2.- Mine / Production Related Information

The second type of information the Field Service crew needs is that related to the mine
operation. Where are the machines working? What is the safest / quickest access to the
working areas? Are there any safety issues? Are there any designated blasting locations or
times? Etc.

We recommend considering three types of mine related information:

- Production / Operation Plan. The

production plan identifies the current
and future mine work zones.
Condition Monitoring - Application Severity
Active In Pit Observations
September, 2006
- Mine accessibility. The access
roads in open pits mines are very
Level 1

Level 2
dynamic, changing constantly
according to the production needs.
Level 2 The Field Service crew has to be
updated regularly. A good practice is
Level 2 to include this review in every shift
changes.

- Mine active issues (application

and/or operation). Applications and
operation related issues that were
detected through direct observations
or condition monitoring analysis and
are currently active.

3.- Resources.

What are the resources the shift has to run the shift (personnel and equipment). The resources
situation has to be defined quickly to correct any shortcomings with the central maintenance
shop. The shift has to be fully equipped in a short time, to be ready to continue the service of
the work in progress and accept new calls.

Good example of a well-equipped field vehicle.

THE INFORMATION HERON IS THE PROPERTY OF CATERPILLAR INC. AND/OR ITS SUBSIDIARIES. WITHOUT WRITTEN
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CAT GLOBAL MINING BEST PRACTICE SERIES

All necessary information is received, the resources reviewed and augmented as necessary. Now
is time to organize and distribute the work,

Shift Distribution(Start)

Assign personnel to Equipment

pending from prior Shift (Field
Service)
1
1 - 2 Based on the equipment that are down, two first
actions are taken. Personnel is assigned to specific
Assign personnel to Field Base
(if any) 4 machines being serviced in the field and if necessary
some services are transferred to the main shop.

Assign personnel – vehicles to

cover mine sectors
3 3 - 4 The rest of the Field Service crew is organized to
cover the different sectors of the mine and the field base if
Transfer Equipment to
one is established.
Main Shop Service 2

Field Crew 1: West & North sectors of the Mine

The mine sectors are assigned to different

Field Service crew teams. This is just the
Field Crew 2: East & lower benches of the Mine
starting point. During the shift operation
the service – team coordination is
constant and very dynamic.
Communication, within FS teams and the
Field Crew 3: South of Mine and SE Dumps
dispatch is very critical.

In some operations and because of the

extension of the mine, a good idea is to
establish a field base, dedicated to short
services and to reduce the pressure on
Field Base
the mobile field service teams.

THE INFORMATION HERON IS THE PROPERTY OF CATERPILLAR INC. AND/OR ITS SUBSIDIARIES. WITHOUT WRITTEN
PERMISSION, ANY COPYING, TRANSMITTAL TO OTHERS, AND ANY USE EXCEPT THAT FOR WHICH IT IS LOANED, IS PROHIBITED.

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CAT GLOBAL MINING BEST PRACTICE SERIES

The oncoming shift receives the information from the former shift. The resources are reviewed
and augmented if necessary and the personnel are organized to cover all production areas of the
mine. Now it’s time to run the shift, to perform the tasks that normally takes place during the shift.

Receive new service Requests The first responsibility is to accept and provide support to
new calls. These calls are unscheduled and the attention
priority is given by operations. The Field Service crew
accepts the call, records it in the shift log and assigns
personnel according to resource availability and location.

Control execution of Field Work The work in progress in Field Service can be happening in
multiple locations at the same time. An efficient follow up of
all the work in progress must be performed. Critical points to
observe are the diagnostic /determination of the problem and
needed repairs and the decision to repair the machine in the
Field or send it to the Shop. The Field as we said before is
the first point of contact from maintenance and is dedicated
to small / short repairs that don’t require extensive labor or
disassembly of components / systems of the machine.

Coordinate scheduled equipment The Field Service is the “owner” of all equipment in the Field,
to main shop maintenance wise. FS has to be informed of all equipment
scheduled to the shop or other repair centers, so they know
of the destination and reason of the repairs and can assist in
the stop or movement of the machines if necessary.

Supervise / control equipment to In the same way the Tire Shop program (Shop & Field) has
Tire Service to be communicated to Field Service for the same reasons
as above.

Perform application/operation FS crew is constantly in the mine driving all existing roads.
observations We encourage incorporating in the FS responsibilities
the visual detection of the mine application and operation
issues that can be pursued to eliminate or reduce the impact
on the equipment.

Supervise / support other Field As we stated before, Field Service is the “owner” of all
Maintenance related activities maintenance activities that happen in the field. Field Service
has to be informed and their responsibilities includes the
follow up and general supervision of the execution of the
work scheduled.

THE INFORMATION HERON IS THE PROPERTY OF CATERPILLAR INC. AND/OR ITS SUBSIDIARIES. WITHOUT WRITTEN
PERMISSION, ANY COPYING, TRANSMITTAL TO OTHERS, AND ANY USE EXCEPT THAT FOR WHICH IT IS LOANED, IS PROHIBITED.

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CAT GLOBAL MINING BEST PRACTICE SERIES

Shop Service

The shop is where the majority of the maintenance activities are executed and coordinated.
These maintenance activities can be scheduled and / or unscheduled and include:

In the case of scheduled activities:

- Preventive Maintenance
- Component Exchange (PCR)
- Major & Minor Repairs

And for the unscheduled activities:

- Major, long repairs that cannot be handled in the field

- Any kind of repairs that represent a risk of contamination of any system or compartment on
the machines
- Any repair that because of the work load of the field crew needs to be taken under the
responsibility of the main shop

Fleet characteristics, facilities, logistics, labor availability, level of competencies, site

characteristics, etc. are the type of inputs that are captured in the maintenance strategy and are
used to define and organize the work force and resources in the main shop. These resources
are normally organized and distributed in multiple shifts to properly support the mine operation,
that normally works under a 24 hours 7 days a week regimen.

RMNov
- 31
2006
ID Repair Activities Start Finish Duration
14 15 16 17 18 19 20 21 22 23 24 25 26 27

1 Task 1 11/14/2006 11/14/2006 1d

It is a continuous operation of multiple shifts that

2 Task 2 11/15/2006 11/16/2006 2d

3 Task 3 11/17/2006 11/17/2006 1d

4 Task 4 11/16/2006 11/21/2006 4d

5 Task 5 11/20/2006 11/24/2006 5d

BACKLOG RE CORD FORM

Planning & Scheduling

E qu ip. No : Da te Refe ren ce No .
W . Or der No.

Typ eo f Inspecti on: Operator Field Preventive Maint. Other

S ym pto m :
BACKLOG RECORD FORM
Eq uip . No: Date Re fer ence No .
Act ion :
W . Or de r No.
S yst em :

1 0 00 Eng in e 3 10
T ype of In sp1 T o rqu e Co nv . O perator
ection: 4 3 00 St e eri n g Fi el d 70 00 Bas c
i Ma ch
Pr. eventi v 9
e 5M
00aiVari ou s
nt. O ther
1 4 00 Ele ct ri ca l
3 0 00 Tra n smi ss iS
4 05 0 F i na l Dri ve
onymp tom
4 25:0 Bra ke s
5 0 50 H yd rau l ic
5 5 00 T i res
BA CK7723 0LOG
0 Sus pe n siR
20 A/ C
on sECOR
9 6 00D
Fa ctFORM
o ry Mo d if .

Eq uip. N o: D ate R efer ence N o.

Pr ior ity : Actio n : U rgent N ext PM W hen Possible Monitor
W. Orde r N o.
S ystem : E sti mat e of Repa ir T imes

has to be managed correctly to ensure efficiency

M10
ac0hi ne g
0 En Hours
i ne T ype3 1 Ho rq
r. ue Con v.
of01Inspection:
T 43 0 0M
O peratorStan Hn g
ee ri ours Hr.
Field 7 00 0 Ba si c Ma c h. Pr ev entiv
95e00 Vari o us
Maint. Other
14 0 0 El ec tr i c al 4 0 50 Fi n al Driv e 50 5 0 Hyd ra ul i c 7 20 0 Su sp en si o ns 96 00 F ac t ory M od if .
30 0 0 T ran sm s i si o n S ympt
425om : k es
0 Bra 55 0 0 T ri e s 7 32 0 A/ C
Pa rts Requ est
Item P rior ity
Quanti ty : Num be
Part Ar ction : U rgent Desc ri ptio n Nex t P M Page Item
When P os Obs
si bl eervati ons M oni tor
1
3 System : Est ima te o f Rep air Tim es
4 10 0H
M achi ne 0 ou
E nrs
g in e 3 1Hr.
0 1 T orq ue Con v. 4M
30 an
0 S t Hours
ee rin g 7 00 0 B as ic MaHr.
c h. 95 00 V a rio us
5 14 0 0 E le ct ri ca l 4 05 0 F i na l Dri ve 5 05 0 Hyd rau l ic 7 20 0 S us pe ns io ns 96 00 F a ct ory Mod fi .
6 30 0 0 T ran smi ss io n 4 25 0 B ra kes 5 50 0 T ir e s 7 32 0 A / C
7 P ar ts Req uest
Item Q uanti ty P arity
P rior tN u
:m ber Des cr p
Urgent i ti on N ex t PM Page ItemWhen Pos
Osbs
iberv
le ati ons Monitor
8
1
9 E stim ate o f R epair Tim es
3
10
4 Ma c hi n e H ou rs H r. Ma n Ho urs Hr.
11
5
12
6
13 P ar ts R eque st
7
14 Item Qu a nti ty Pa rt Nu m be r D es cri p ti on Pa g e Item Ob s erv a ti o n s
8
15 1
9
3 O rder N um ber
10
4
11
5
12
6
13 Tooling , Co nsumables and Sup port Equip ment
L i ft T ruc k Lq 7e n
i ui d N ti ro g
14
C ran e J ac k 8
T i re Eq ui p me nt 15 W a sh in g 9
O rder Number
10
R eques ted by : 11 E s tim ated Arri v al Date
S uperv i sor Approv al 12 P arts Ar riv al D ate
13 Too ling, C onsum ables and Su ppor t Eq uipment
K ey punched O
Li f K
t T ru ck L i qu i d Ni tr o g en
14
Cran e J ac k
T ri e Eq u ip me n t 1 5 W a sh i ng
O rde r Nu m be r

Reques ted by : Es ti m ated Ar riv al D ate

Superv i s or Appr ov al Part s A rri v al Date
T ooling, Con su mables an d Suppor t Equip ment
Key punc hed O K Li f t T ru ck Lq
i ui d Ni t rog en
Cran e J ac k
T ri e E q ui p men t W a shi n g

Re q u e s te d by : E sti m a te d Arri v a l Da te
Su p e rv i so r A p p ro va l P a rts A rri v al D a te

Ke y p u n ch e d O K

Status of Week Program

(Shop & Tires) Services Package
at all times. Shift by shift, the work on the
equipment is completed. In the same way as in
Maintenance & Repair
Programs
the field service operation discussed previously,
efficient shift passing is a must.
Production / Operation RM – 28 /
Plan 29
Review Shift Resources
In the case of the shop, the key information that
Receive Support Equipment
Status / other resources
is required at the beginning of each shift is
from prior Shift
similar as that identified in the field service, but
Receive Shift Situation from
Shift Start
prior Shift with slightly different objectives:
RM - 28 RM - 29 Acquire latest HR report.
Confirm personnel on Duty
1.- Machine related Information
Mine Operation ABC
- Fleet Status Report
- Work in progress, work performed and
Fleet Status
Shift: A Date: 18-Sep-06

Total Equip. Operating Available Avail % Down Shop Tires Field

Fleet 1 17 13 1 82% 3 2 1 0

Fleet 2 14 11 1 86% 2 1 0 1

pending (shift report).

Fleet 3 9 9 0 100% 0 0 0 1

Fleet 4 17 15 0 88% 2 1 0 1

Total 57 48 2 88% 7 4 1 3

Vehicle

FS - 101

FS - 102

FS - 103
Status

Available

Available

Available
Service Field Vehicles

OK

OK
Observations

Scheduled for PM; Replacement already requested.

- Updated Maintenance & Repair Program
General Observations:
- Priority 1 is Truck 107. Located in Blasting Area.
- Truck 287 scheduled for 200 h PM at 5:00 AM - Service Packages for machines that are
Human Resources
(Labor Management)
RM - 36
scheduled for service.
THE INFORMATION HERON IS THE PROPERTY OF CATERPILLAR INC. AND/OR ITS SUBSIDIARIES. WITHOUT WRITTEN
PERMISSION, ANY COPYING, TRANSMITTAL TO OTHERS, AND ANY USE EXCEPT THAT FOR WHICH IT IS LOANED, IS PROHIBITED.

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CAT GLOBAL MINING BEST PRACTICE SERIES

2.- Mine / Production Related

- Mine active issues (Application &/or Operation)
- Production / Operation Plan
- Mine accessibility

3.- Resources
- Personnel
- Facilities
- Support Equipment

As stated before, the information the shop operation needs for the shift start up is very similar to
that analyzed in the field service section, but because of the nature of the work that is
performed in the shop, this information must be focused in a different way to cover the
continuation of longer repairs and the scheduled work.

1.- Machine Related Information

In this case the shop must always have a clear picture of what is the status of all machines and
any work that is being executed in the shop and all other related areas, such as the tire shop,
welding, the field, etc.

There are two main means that shift operations maintain this information: Dedicated Bulletin
Boards and the Shift Report. Both compliment each other.

This is a good example of a Fleet Status Board currently in use in Samarco, Sotreq operation in Brazil.

While the status board provides a quick view of the status of all machines in the fleet, the shift
report is used to summarize the work already completed and any remaining tasks that are
necessary to complete the maintenance or repair.

THE INFORMATION HERON IS THE PROPERTY OF CATERPILLAR INC. AND/OR ITS SUBSIDIARIES. WITHOUT WRITTEN
PERMISSION, ANY COPYING, TRANSMITTAL TO OTHERS, AND ANY USE EXCEPT THAT FOR WHICH IT IS LOANED, IS PROHIBITED.

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CAT GLOBAL MINING BEST PRACTICE SERIES

The other pieces of information that are also included at this point are the updated
Maintenance & Repair Program and the corresponding Service Packages. The M&R program
contains the list of machines with the services scheduled and the service packages include all
the needed instructions to perform those scheduled services or repairs.

2.- Mine / Production Related Information

In the case of the shop, this information is made available as a reference to be used if
necessary. Normally when the shop personnel have to perform any work in the field they are
assisted by the field service personnel.

3.- Resources

The information related to resources is much more critical in the case of the shop. The shop
operation involves the use of multiple resources, such as facilities, special equipment, tooling,
and of course the personnel scheduled and available to perform the work.

Every shift has distinct steps or phases that are important to observe. We recognize 8
different stages during the shift period:

- Shift Passing. The incoming shift receives the information from the outgoing shift.
- Shift Organization. The resources are organized based on the jobs to be performed.
- Communication. The news and general maintenance operation status is communicated in
the daily coordination meetings.
- Setting Priorities. Review / Define / confirm priorities for work continuation.
- Shift Operation. Executing the services and repairs as planned.
- Complete Records. Close work orders and complete necessary records.
- Next Shift Preparation. Prepare information for incoming shift.
- Shift Passing. The incoming shift receives the information of the work status and priorities.

RMNov
- 31
2006
ID Repair Activities Start Finish Duration
14 15 16 17 18 19 20 21 22 23 24 25 26 27

Scheduled Services
1 Task 1 11/14/2006 11/14/2006 1d

2 Task 2 11/15/2006 11/16/2006 2d

3 Task 3 11/17/2006 11/17/2006 1d

4 Task 4 11/16/2006 11/21/2006 4d

5 Task 5 11/20/2006 11/24/2006 5d

B ACK LO G REC ORD FOR M

Planning & Scheduling

Eq ui p . No : Date Refe re nc e No .
W. Ord e rNo .

Ty pe o f I n sp ecti o n: Op erat o r Fi el d P reve nt i ve Mai nt . Oth er

BAC KLOG R ECO RD FO RM
S y mp tom :

A c tio n : E q u i p. N o : D a te R e fere n ce N o.
W . O rde r N o .
S ys tem :
100 0E ngin e
T yp e of 3
I n101
s peTor
ctique
on C: onv. Ope rat 4300
or St eer n
ig
Fe
i d
l 700 0B asic M ach.
Pre ven ti ve9500
M aiVar
nt o
iu
. s
Ot he r
140 0E e
l ct ir cal 4 050 Fina l Dr v
ie 5050 Hydr aul c
i
BACK LO G R ECORD
720 0S uspensi ons
F ORM
9600 Fact ory M odif .
Snym
300 0Tr ansm i ssio pto 4
m250
: Br akes 5500 Tir es 732 0A C
/

Pri o rit y : A cti o n : Eq unti p. No:

U rge N ext PM Da
Wtehe n Po ssi bl e Mo ni o
t r Re ef re nc e No.
W . Ord er No .
Sy ste m : E s tim ate of R e pa i r Ti m es
1000 Engi ne
Mac hin e Ho ur s T yp e3101
of InTor
Hsp
que C onv.
r . ecti on : Ope430
a t 0S
r o rMae
t er i ng
n Ho ur s F e
i d
l 7000 Basi cM ach.
HP
r . reve nt v
9500 V ari ous
i e Ma n
i t. Ot her
1400 El ectr c
ia l 4050 Fi nal D ri ve 505 0H ydr auli c 7200 Suspe nsions 9600 Fact or y Modi f .
3000 Tr ansm s i si on
S ym 4250
pto mBr akes
: 550 0Ti r es 7320 A/ C
Pa rts R e q ue s t
It em Q ua nt it P Par: t Numb A
y rio ri ty er cti o n : U rgen t D escr i pti on N ex t P M Wh en P os si
P ag e It em Ob e
lser vat i ons Mon ti or
1
S ystem : E sti ma te o f R ep a ir T i me s
3
4 1000 Engi ne 3101 Tor que Con v. 43 00S e
t er in g 7000 Basi c M ach. 9 500V ari ous
Machi ne H our s H r. Man H our s Hr .
1400 El ectr ic al 4050 Fi nal Dr v
ie 50 50H ydr auli c 7200 Suspe nsions 9 600F actor y Modi f.
5
3000 Tr ansmi ssion 4250 Br akes 55 00Ti r es 7320 A/ C
6
P a rts R e qu es t
7
I t em Q uant i ty P riPori
ar ty
t N :umber U rgen t cri pt o
D es i n N e xt P M P age I t emWh en P oss b
i e
O bselv
r ati on s Moni t or
8
1
9 E sti ma te o f R e p ai r Ti me s
3
10
4
M a chin eH our s H r. Ma nH ou rs H r.
11
5
12
6
13 P a rts R eq u es t

RM - 28
7
14 I t em Q uant ti y P ar t N um ber Desc ri pt io n P age I tem O bs er vati ons
8
15 1
9
3 O r der Nu mber
1 0
4
1 1
5
1 2
1 3
T6
oo l n
i g , C on su ma bl es and Su p po rt E q ui pm en t
Li tf T u
rc k L q
i ui dN ti r ogen
7
Ca rn e 1 4 J ack
8
Ti r eE quipm ent 1 5 W ashing
9

Preventive Maintenance
Or d er N umbe r
1 0
R eq ue st ed b y: 1 1
E st i mat ed Arriv al Da t e
S up ervi sor A pp ro va l 1 2
P a rt s A rriva l D at e
1 3
To o il n g, Co n sum ab e
l s an d S u pp ort Eq u p i me nt
K ey pun che d OK
Lif t Tr uck Li quid Ni tr oge n
1 4
Cr ane Jack
Tir e Equi pm ent 1 5 Washi ng
O r der N um ber
Re qu est e d by: E st m
i a t ed A rri va l D at e
Su pe rv s
i or Ap prov al P art s Arri val Da t e
Ke ypu nc hed OK Lif t Tr uck To ol i ng , C on su mab le s an d S up po rt E qu p
Li quid Ni tr ogen
i men t
Cr ane Jack
Tir e Equi pme nt W ashi ng

R equ est ed b y: Est i mat ed A rri va l D at e

Su pe rv s
i o r A pp o
r val Pa rt s A r i val Da e
t

Ke ypu nch ed OK

Status of Week Program

(Shop & Tires) Services Package Shop Work
Organizer
Partial, Minor / Mayor
Repairs
Maintenance & Repair
Programs

Component R & I Project

Production / Operation RM – 28 / Manager
Plan 29
Review Shift Resources
Others (PCR pre-
Planner Shop
Inspections, Post repair
Inspections,…)
Manager
Receive Support Equipment
Status / other resources Main Shop Shift Start
from prior Shift Distribution

Receive Shift Situation from

Shift Start Deliver Updates in Daily Confirm / Update Repair
prior Shift

Unscheduled Repairs
Coordination Meeting Priorities
RM - 28 RM - 29 Acquire latest HR report.
Confirm personnel on Duty Parts Fleet Analyst
Department

Mine Operation ABC

Shift:

Total Equip.
A

Operating
Fleet Status

Available Avail % Down

Date:

Shop
18-Sep-06

Tires Field
Shop Work Field Support (if needed) Tire Shop Scheduler
Fleet 1

Fleet 2
17

14
13

11
1

1
82%

86%
3

2
2

1
1

0
0

1
Organizer
Fleet 3 9 9 0 100% 0 0 0 1

Fleet 4 17 15 0 88% 2 1 0 1

Total 57 48 2 88% 7 4 1 3

Others
Service Field Vehicles

Vehicle Status Observations

FS - 101 Available OK

FS - 102 Available OK

FS - 103 Available Scheduled for PM; Replacement already requested.

General Observations:
- Priority 1 is Truck 107. Located in Blasting Area.
- Truck 287 scheduled for 200 h PM at 5:00 AM Others
Human Resources
(Labor Management) RM - 28
RM - 36

Shift Passing Shift Organization Communication and Priority Setting

THE INFORMATION HERON IS THE PROPERTY OF CATERPILLAR INC. AND/OR ITS SUBSIDIARIES. WITHOUT WRITTEN
PERMISSION, ANY COPYING, TRANSMITTAL TO OTHERS, AND ANY USE EXCEPT THAT FOR WHICH IT IS LOANED, IS PROHIBITED.

DATE CHG
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CAT GLOBAL MINING BEST PRACTICE SERIES

Parts Management Fleet Analyst Labor Management

Update (Constantly) Shop
Organizer

Planning & Scheduling Project Management

Shift Operation Supervision

– Other Maintenance Areas RM - 32

RM - 13
Close Shift, complete Service
Records

Control / Supervise Shop Shift Review and Confirm

Evaluate Jobs completed and Assure effective Shift to Shift Next
Operation Continuation Priorities
in Progress crossover Shift Start
(Next Shift Priorities)

Close Shift, complete Shift

Log Report

Supervise & Support Field

Service RM - 28

RM – 28 /
29

Update (Constantly) Shop

Organizer

Shift Operation Priorities for Records Shift Passing

upcoming shift

Now that we have the shifts organized and functioning in both operational areas (field and shop),
it is time to look at two typical types of services that take place in these areas … the scheduled
and / or unscheduled repairs.

Unscheduled Repairs

An unscheduled stop by definition is an event that happens at random. The chain of events or
stages that are important to consider in this type of service are:

- Operator communicates machine down.

- Dispatch requests service to the FS crew.
- Initial assessment of the problem and call validation.
- Troubleshooting of failure.
- Decision: Repairs must be done immediately and can it be done in the field or shop?
- Based on the result of the assessment three actions can be taken:
o Repair in the Field.
o Generate a Backlog.
o Transfer machine and repair to the Shop.
- Generate records.
- If repair is completed in the field, the machine is release to operation.

THE INFORMATION HERON IS THE PROPERTY OF CATERPILLAR INC. AND/OR ITS SUBSIDIARIES. WITHOUT WRITTEN
PERMISSION, ANY COPYING, TRANSMITTAL TO OTHERS, AND ANY USE EXCEPT THAT FOR WHICH IT IS LOANED, IS PROHIBITED.

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CAT GLOBAL MINING BEST PRACTICE SERIES

Field Diagnose

Interview
operator
Dispatch records
the time and cause Machine repair
Operator
communicate of Stop history
problem / stop to Yes
Dispatch Review machine Open Work Diagnose /
Valid call ?
logbook Order Troubleshooting
Request field
service Pending
backlogs
No
Inspect
Machine /
Dispatch Symptom
RM - 07
Access / Review
Field crew receive
Elect. Machine Data
the service call
(If equipped)
RM - 01

Contact operator;
Request first hand Train operator on Return Machine
information normal symptom to Operation

Machine Down, Operator Initial assessment and problem validation,

Communicates to Dispatch, Troubleshooting / diagnosis of failure
Dispatch requests service

Repair can be Yes

performed in the
Field ?
The decision of making the repair immediately and
Yes performing it in the field or the shop has to be made as soon
as the diagnosis defines the repair actions needed.
Repair is Urgent /
Critical ?

No

Transfer Equipment to Shop Deliver Equipment to Shop

If the decision is to send the repair to Service if possible
the shop, the equipment with the
supporting documentation (Work Submit Work Order
RM - 08
Order) must be transferred. In some to Shop
cases, the machine can be moved to End of Field
Service
the shop in some others the machine
Close Service in Field Shift
remains in the mine. Report
RM - 05

THE INFORMATION HERON IS THE PROPERTY OF CATERPILLAR INC. AND/OR ITS SUBSIDIARIES. WITHOUT WRITTEN
PERMISSION, ANY COPYING, TRANSMITTAL TO OTHERS, AND ANY USE EXCEPT THAT FOR WHICH IT IS LOANED, IS PROHIBITED.

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CAT GLOBAL MINING BEST PRACTICE SERIES

Backlogs Ready to
Go RM - 09
RM - 10 RM - 12
At the time of executing the repairs, the
Backlogs Pending and Ready to Go lists
Repair already Yes
Request Parts reserved Execute & Complete must be reviewed to see if the repair was
identified in Backlog
Data Base ?
for Backlog Repair already covered by a Backlog.

The Backlogs Ready to Go list must be

No
reviewed to see if there are any Backlogs
Resources
Request Resources that can be done in parallel during the
(Parts +,…)
window of opportunity of the unscheduled
stop.

Use the opportunity of the Stop to:

- Inspect the machine (Generate Blogs)
- Do repairs in Parallel

Dispatch

RM - 04
Communicate Cause of Failure,
Repair Performed & Times (Stop
& Release)

Inform job completion to Release Machine to At the end of the repair(s), the machine is released to operation, the
Mine Dispatch Operation
mine dispatch is informed and all maintenance records are completed
and closed for that particular machine. The records to be completed are
normally the work order and the shift reports (field and shop if it is the
case).
Close Work Order(s)

RM - 07

Update FS Shift Report

RM - 05

End

Scheduled Repairs

In the case of Scheduled repairs, this type of service happens in the Shop and involves the
following chain of events:

- Machine / Service is included in the M&R program or is requested in advance.

- Machine stop and transfer to the shop is coordinated with Dispatch.
- The scheduled repairs / services are executed according to the plan.
- Pending tasks are passed to the next shift if necessary.
- Repairs are completed and a post repair inspection is peformed.
THE INFORMATION HERON IS THE PROPERTY OF CATERPILLAR INC. AND/OR ITS SUBSIDIARIES. WITHOUT WRITTEN
PERMISSION, ANY COPYING, TRANSMITTAL TO OTHERS, AND ANY USE EXCEPT THAT FOR WHICH IT IS LOANED, IS PROHIBITED.

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CAT GLOBAL MINING BEST PRACTICE SERIES

- Close documentation (WO, checklists, Blogs, shift reports…)

- Release machine to work.

RM - 31

RM - 30 RM - 30 RM - 28

Receive Week M&R Receive / request daily Include Equipment to Service in Acquire Repair Programs from
Start
Program updates Shop Organizer Planning

Service Package
RMNov
- 31
2006
ID Repair Activities Start Finish Duration
14 15 16 17 18 19 20 21 22 23 24 25 26 27

Planning & Scheduling 1 Task 1 11/14/2006 11/14/2006 1d

2 Task 2 11/15/2006 11/16/2006 2d

3 Task 3 11/17/2006 11/17/2006 1d

4 Task 4 11/16/2006 11/21/2006 4d

5 Task 5 11/20/2006 11/24/2006 5d

BACKLOG RECORD FORM

Equip. No: Date Re fer ence No.
W. Or der No.

Type of In spection: Operator Fiel d Preventive Mai nt. Other

BACKLOG RECORD FORM
S ymptom :
E quip. No: Date Reference No.
Action : W. Order No.

Planning & Scheduling

System :
T ype of Inspect ion: Operator Fi eld Preventiv e Maint. Other
1 000 En gine 310 1 Torqu e Con v. 43 00 Ste erin g 70 00 Basic M ach. 9 500 Variou s
1 400 Electrical
Symptom :
405 0 Fina l Drive 50 50 Hyd raulic BACKLOG RECORD
72 00 Suspe nsion s FORM
9 600 Facto ry Mod if .
3 000 Tra nsm ission 425 0 Brakes 55 00 Tires 73 20 A/C

Priority : Ac tion : Equip. No: Date Reference No.

Ur gent N ext PM When Possible M onitor
W. Order No.
System :
E stima te of Re pair Times
10 00 Engin e 31 01 Torque Conv. 43 00 S teering 7 000 Ba sic Mach . 95 00 Various
Machine Hours Type of Inspect
H r. ion: Operator Man Hours Field Pr eventive Mai nt.
Hr. Other
14 00 Electrica l 40 50 Fin al Drive 50 50 Hydrau lic 7 200 Su spen sions 96 00 Factory M odif.
30 00 Tran smission 42 50 Brakes 55 00 Tires 7 320 A/C
Symptom :
Priorit y : Urgent
Parts Request Next PM W hen Possibl e Monitor
Item Quantity Action
Part N umber : D escription Page Item O bservations
1 Estimate of Repair Times
3 System :
4 M achine Hours Hr. M an Hours H r.
10 00 Engine 310 1 Torque Co nv. 4300 Ste erin g 700 0 Basic M ach. 9500 Various
5 14 00 Elect rical 405 0 Final D rive 5050 Hyd ra ulic 720 0 Susp ensions 9600 Factory Mo dif .
6 30 00 Transm ission 425 0 Brakes 5500 Tires 732 0 A/C
Pa rts Request
7 Item Quantity Part Num ber Description Page Item Observations
Priority : Urgent Next PM W hen Possible Monitor
8 1
9 3 Estimate of Repair Times
10 4
Machine Hours H r. Man H ours Hr.
11 5
12 6
13 7 Parts Request
14 8 Item Quantity Part Num ber D es cripti on Page Item Obs erv ations
15 9 1
10 3 Order Number
11 4
12 5
13 6
Tooling, Consu mables and Support Equipment
L if t Tru ck 14 7 en
Liq uid Nitrog
Crane 15 Jack 8
Tire Eq uipm ent W ashing 9
Order N um ber
10
Requested by: 11 Estim ated Arriv al Date
Supervi sor Appr oval 12 Parts Arr ival Date
T oo ling, Consumables and Su ppo rt Equipment
Lift Truck 13 Liq uid Nitroge n
Keypunched OK
Cran e 14 Jack
Tire E quip me nt 15 W ashing

Order N um ber
Requested by: Esti mated Ar rival D ate
Supervisor Approv al Par ts Arriv al Date

Keypunched OK Tooling, Consumables and Support Equipment

Lift Truck Liquid N itrogen
C rane Jack
Tire Equip ment W ashin g

Requested by: Estimated Arr ival Date

Supervisor Approval Parts Arrival Date

Keypunched OK

Work Orders , Gantt Charts, Special

Instructions, etc.

In this case, the repair or service is included in the weekly M&R program and the repairs to be performed are
precisely defined in the dedicated documentation for a specific machine. Work Orders, Gantt Charts, Special
Instructions, etc., are included in what we call the “Service Package”.

Execute Scheduled Services

Preventive Maintenance
Field Service Dispatch
RM - 34

Partial, Minor / Mayor

Repairs The equipment is released to
the shop and the scheduled
Follow up with Dispatch and Field
Service on Scheduled Equipment.
Assign Resources according to
Programs & Priorities
services are executed.
Schedule Stops Coordination

Component R & I

Human Resources
Shop Organizer
(Labor Management)

Others (PCR pre-

Inspections, Post repair
Inspections,…)

RM - 28
Execute Scheduled Services

THE INFORMATION HERON IS THE PROPERTY OF CATERPILLAR INC. AND/OR ITS SUBSIDIARIES. WITHOUT WRITTEN
PERMISSION, ANY COPYING, TRANSMITTAL TO OTHERS, AND ANY USE EXCEPT THAT FOR WHICH IT IS LOANED, IS PROHIBITED.

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CAT GLOBAL MINING BEST PRACTICE SERIES

Complete Repairs /
Services – Continue
Shift
RM - 32 Work Order

Close Shift Progress in Enter detailed Instruction of

No Work Order next Steps to Follow

No Pass information to
All Repairs Incoming Shift
End of Shift?
Completed?
Yes Shop Shift Log
RM - 29
Yes Review attention priority
Enter Machine Status in
and Estimated Time to
Shift Log Report
Repair (ETTR) RM - 13

In the case of repairs that are scheduled or last for more than a shift, the information has to be passed from
shift to shift until the tasks are completed. The outgoing shift reports on what was performed and more
importantly on what are the next steps that the incoming shift has to continue working.

Planning
& Scheduling Reconciled Data
Base

Submit Service Reports to

Planning

RM - 29 At the completion of the repairs, the shop crew must test

Close repair in Shift Log the machine and perform the post – repairs inspections.
Report
The machine is then released to operation. The mine
Execute Post Repair
Release Machine
dispatch is informed and the maintenance records are
Inspection (Quality
Check) to Operation closed and submitted at the end of the shift to Planning.

Close / Complete Service

Records

RM - 32

RM - 08 RM - 33

Field Service Dispatch

THE INFORMATION HERON IS THE PROPERTY OF CATERPILLAR INC. AND/OR ITS SUBSIDIARIES. WITHOUT WRITTEN
PERMISSION, ANY COPYING, TRANSMITTAL TO OTHERS, AND ANY USE EXCEPT THAT FOR WHICH IT IS LOANED, IS PROHIBITED.

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CAT GLOBAL MINING BEST PRACTICE SERIES

3.0 Implementation Steps

The implementation steps to follow will depend on the current situation of your mine site
operation. What we are recommending as a first step is a thorough evaluation of your
maintenance operation. Determine the “As Is” situation. Compare with the recommended model.
Determine areas of opportunities and finally establish an action plan to correct or improve those
areas of opportunities.

1.- Evaluate Your On Site Maintenance Operation

- Apply GAT (Gap Analysis Tool) - available through Global Mining Product Support division

Maintenance & Repair Processes Gap Analysis

Gap Analysis Results
Mining Equipment Maintenance and Repair 1
Preventive Maintenance

1
Repair Management

Processes 0 10

Condition Monitoring
20 30 40 50 60 70 80 90 100 0 10

Component Management
20 30 40 50 60 70 80 90 100

1 1

0 10 20 30 40 50 60 70 80 90 100 0 10 20 30 40 50 60 70 80 90 100

G.A.T.
Backlog Management Human Resources

1 1

0 10 20 30 40 50 60 70 80 90 100 0 10 20 30 40 50 60 70 80 90 1 00

Planning & Scheduling Performance Evaluation

(GAP Analysis Tool)

1 1

0 10 20 30 40 50 60 70 80 90 100 0 10 20 30 40 50 60 70 80 90 100

Parts Management Continuous Improvement

1 1

0 10 20 30 40 50 60 70 80 90 100 0 10 20 30 40 50 60 70 80 90 100

Preventive Maintenance Gap Analysis Results

The Bars represents the GAP detected in the Specific Areas of your PM Processes
Return
Strategy

Work Procedures

Facilities & Equipment

1

0 10 20 30 40 50 60 70 80 90 1 00

Resources (Parts, Tooling & Consumables)

1

0 10 20 30 40 50 60 70 80 90 100

Scheduling
1

0 10 20 30 40 50 60 70 80 90 1 00

Execution

0 10 20 30 40 50 60 70 80 90 1 00

Performance Evaluation
Backlog Management Gap Analysis Results
1

The Bars represents the GAP detected in the Specific Areas of your Backlog Management Processes
95 96 96 97 97 98 98 99 99 10 0 10 0
Return
Strategy
Adjust, improve & We strongly recommend a thorough Extensive work is needed
formalize your Processes review & improvement of your Processes Consider redifining the Processes
1

Backlog Generation

Planning Phase - Red Phase - Backlog Processing

1

0 10 20 30 40 50 60 70 80 90 1 00

Planning Phase - Blue Phase - Waiting for Resources

1

0 10 20 30 40 50 60 70 80 90 100

Planning Phase - Green Phase - Ready to Go

0 10 20 30 40 50 60 70 80 90 1 00

Execution

75 80 85 90 95 1 00

Performance Evaluation
1

0 10 20 30 40 50 60 70 80 90 10 0

Backlog Management Gap Analysis Results

Adjust, improve & We strongly recommend a thorough Extensive work is needed
The Bars represents the GAP detected in the Specific Areas of your Backlog Management Processes

CGM Product Support Division

formalize your Processes review & improvement of your Processes Consider redifining the Processes
Return
Strategy

Backlog Generation

C a te rpilla r C o nfide ntia l Ye llo w Planning Phase - Red Phase - Backlog Processing
1

C o pyright 2007 C a te rpilla r. All R ights R e s e rve d. Planning Phase - Blue Phase - Waiting for Resources
1

P ro prie ta ry M ate ria l o f C a te rpilla r Inc . 0 10 20

Planning Phase - Green Phase - Ready to Go

30 40 50 60 70 80 90 10 0

0 10 20 30 40 50 60 70 80 90 10 0

Execution

The m a te ria l c o nta ine d he re in is c o nfidentia l a nd is no t to be c o pie d o r dis tribute d witho ut writte n pe rm is s io n by o wne r 75 80 85 90 95 10 0

Performance Evaluation
1

0 10 20 30 40 50 60 70 80 90 100

Adjust, improve & We strongly recommend a thorough Extensive work is needed

formalize your Processes review & improvement of your Processes Consider redifining the Processes

The GAT is a survey dedicated to evaluating the 10 different processes recommended by

Caterpillar Global Mining.

2.- Establish the “As Is” Situation

In establishing the “As Is” situation, we recommend performing two distinct activities:

• Determine the Process Flow Diagrams of all your processes implemented on site.

Based on the observations guided by the GAT tool and the on site investigation, draw
and document the current processes on site.

• Establish the Baseline.

Measure the current performance results and document them for future reference.
Apply the set of metrics recommended in CGM document dedicated to “KPI’s for
Evaluating Maintenance and Repair Processes”

THE INFORMATION HERON IS THE PROPERTY OF CATERPILLAR INC. AND/OR ITS SUBSIDIARIES. WITHOUT WRITTEN
PERMISSION, ANY COPYING, TRANSMITTAL TO OTHERS, AND ANY USE EXCEPT THAT FOR WHICH IT IS LOANED, IS PROHIBITED.

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CAT GLOBAL MINING BEST PRACTICE SERIES

This document contains the KPI’s included in the GAT, calculation methodology and
interpretation guidelines.

3.- Determine the Areas of Opportunities

Determine the areas of opportunities by comparing the “As Is” situation with the
recommended processes detailed in this Strategic Best Practices and the Process Maps
available through Cat Global Mining.

4.- Define the Action Plan

• Document your findings. The use of a 3-W form is recommended to record your
findings, opportunities, and plans. The 3-W form will define, “What needs to be
done”, “Who will do it”, and “When it will be completed”.
• Devise and document the solutions for improving or correcting the weaknesses. Use
the related BP’s to support your search for ideas / solutions. Use a separate column
in your 3W form to record the solution or actions to be taken.
• Analyze and determine resources needed, time to implement, and expected
benefits.
• Prioritize the implementation of the different actions based on Return On Investment
(ROI) results.
• Assign responsibilities and expected completion dates for each of the activities.

5.- Get the “Buy-In” of the On Site Organization

It is very important to get the buy-in of the on site organization. They are the ultimate
“process owners” of the maintenance & repair strategy. Present the action plan, the
implementation strategy and the expected benefits. Involve them in the implementation of the
solutions and plan an in-depth training of all the involved personnel.

THE INFORMATION HERON IS THE PROPERTY OF CATERPILLAR INC. AND/OR ITS SUBSIDIARIES. WITHOUT WRITTEN
PERMISSION, ANY COPYING, TRANSMITTAL TO OTHERS, AND ANY USE EXCEPT THAT FOR WHICH IT IS LOANED, IS PROHIBITED.

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NO NUMBER
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CAT GLOBAL MINING BEST PRACTICE SERIES

6.- Implement

Execute the implementation plan.

7.- Follow up

Follow up closely the implementation of your action plan.

• Set up “check points”.

• Review compliance of committed dates for tasks completion.
• Receive & analyze work progress from the person specifically responsible.
• Reinforce the positive results.
• Identify and eliminate threats and obstacles.
• Support the ownership of the on site organization
• Support the positive change of personnel. Correct the negative attitudes or opposition.
• Make adjustments as necessary.

8.- Measure the Results – Improve / Adjust If Needed

It is absolutely necessary to measure the results of the improvements implemented at the

level of each individual process and at the final outcome, fleet performance.

Measure and trend the behavior of the KPI’s selected for establishing the “baseline” when the
“As Is” situation was established. Compare and adjust as necessary.

4.0 Benefits

Repair Management is the function in the overall Maintenance & Repair process dedicated to the
execution of repairs. It is where all the plans and strategies are executed. A properly structured
organization must be adequately equipped with tooling, equipment and appropriate facilities. It
must follow clear and effective working procedures. It is the foundation necessary to meet the
goals of efficiency and effectiveness. The BP presented here and the detail documentation of the
Repair Management flow diagrams will give you the information to size the task before you.

Repair Management is another important part of the puzzle of the recommended Maintenance
and Repair Processes supporting the ultimate goal of safe and productive operation of the mining
equipment at the lowest possible cost per ton.

5.0 Resources Required

The resources required will vary widely with the characteristics of your operation, such as size of
the fleet of equipment, geographical location, complexity, maintenance strategy, etc. All these

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CAT GLOBAL MINING BEST PRACTICE SERIES

factors will in the end determine the type of organization and the facilities and equipment that will
be needed.

In terms of human resources, there are some key positions that must be considered at the time of
defining and structuring the organization.

M&R Operations Leads the M&R operation to assure the

Supervisor effective and efficient support of scheduled
and unscheduled repairs

Shop Shift Coordinates and directs shop resource

Supervisor priorities to meet daily repair goals

Shop Technician Executes shop repairs

Field Shift Coordinates and directs field maintenance

and repair resources… Boss of the field
Supervisor operations during his shift.

Field Technician Performs field diagnosis and repairs

PM Supervisor Manages daily preventive maintenance plan

6.0 Supporting Attachments / References / Resources

The following documents are available to support the use of KPI’s when measuring performance
results of mining equipment and M&R processes.

Performance Metrics for Mobile Mining Equipment

Metrics (KPI’s) to assess process performance

7.0 Related Best Practices

Cat Global Mining M&R Processes BP 1007-2.0-1100

Preventive Maintenance BP 1007-2.0-1101
Condition Monitoring BP 1007-2.0-1102
Backlog Management BP 1007-2.0-1103
Planning & Scheduling BP 1007-2.0-1104
Parts Management BP 1007-2.0-1105
Component Management BP 1007-2.0-1106
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PERMISSION, ANY COPYING, TRANSMITTAL TO OTHERS, AND ANY USE EXCEPT THAT FOR WHICH IT IS LOANED, IS PROHIBITED.

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CAT GLOBAL MINING BEST PRACTICE SERIES

Human Resources / Training BP 1007-2.0-1108

Performance Evaluation BP 1007-2.0-1109
Continuous Improvement BP 1007-2.0-1110

8.0 Acknowledgements

This best practice was written by:

Abelardo A. Flores
Sr. Equipment Management Consultant
Caterpillar Global Mining
[email protected]
Phone: 1-309-360-2767

THE INFORMATION HERON IS THE PROPERTY OF CATERPILLAR INC. AND/OR ITS SUBSIDIARIES. WITHOUT WRITTEN
PERMISSION, ANY COPYING, TRANSMITTAL TO OTHERS, AND ANY USE EXCEPT THAT FOR WHICH IT IS LOANED, IS PROHIBITED.

DATE CHG
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