Brad Allsopp - WSP - Driving operational efficiency in materials handling plants
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Transcript of Brad Allsopp - WSP - Driving operational efficiency in materials handling plants
Driving materials handling plant
operational performance in lean times
Sweating the
assets
12th Annual Bulk Materials Handling ConferencePerth, 24th-25th June 2015
Agenda
1. Introduction
2. Challenges faced by materials handling plant operators
3. Strategies for driving operational efficiency
4. Methodology
a) Basic
b) Advanced
5. Optimisation project examples
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AGENDA
WSP | Parsons Brinckerhoff have combined
and are now one of the world’s leading
professional services consulting firms
Brad Allsopp is WSP | Parsons Brinckerhoff’s
Resources ANZ Materials Handling Executive
Based in Sydney, 26 years of consulting and
construction experience
Specialises in coal, iron ore, bauxite, base
metals, quarry & wood products
Responsible for technical development and
delivery of materials handling opportunities
Guest lecturer, Advanced Coal Preparation
Course, Australian Coal Preparation Society
NSW & Qld
ABOUT WSP | PARSONS BRINCKERHOFF
AND ABOUT BRAD ALLSOPP
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M: 0402 302 574
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Operational efficiency, operational excellence, capital productivity!
WHAT ARE OWNERS/OPERATORS PURSUING? 4
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STRATEGIES FOR DRIVING OPERATIONAL EFFICIENCY 6
• Reduce fuel & energy use
• Reduce consumables
• Reduce labourReduce operating costs
• Reduce breakdowns and outages
• Reduce time to repair
• Eliminate critical elements
Improve availability & reliability
• Extend asset life
• Reduce wear rates
• Defer overhauls based on condition
Reduce sustaining capital
• Reduce variability
• Increase throughput
• Increase production hours and utilisation
Increase production for marginal cost
• Plant performance review
• Safety, compliance, operational flexibility
• Financial metricsBenchmarking
Development of assessment methodology
to identify and implement operational
efficiency strategies
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The basic methodology is initially used for all optimisation assessments, ranging between:
high level, overall broad brush, main issues, focus areas, goal kicking
detailed, comprehensive, thorough
BASIC ASSESSMENT METHODOLOGY 7
Field Inspection
• Site visit
• Audit
• Collect data & drawings
Review of documentation
• Drawings
• Manuals
• O&M data
Consultation• Discuss plant data
• Confirm observations
Calculations/ assessments
• Plant availability / throughput
• Stockpile operation
• Conveyor performance
• Benchmarking
Reporting• Findings
• Recommendations
• Presentation
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Complex interactions
between operating modes
Simulation modelling
What-if scenario testing
Operational procedures review
METHODOLOGY – ADVANCED APPROACHES 8
Chute blockage, accelerated chute or belt
wear
Discrete Element
Modelling (DEM)
Adjustments, Modifications,
trimming
Long/large conveyor dynamic
issues
Dynamic analysis
Tuning, adjustment or
upgrade of drives, take ups, brakes, control systems
Low reliability of complex plant
Failure Modes Effects and
Criticality Analysis (FMECA)
Reliability Centred
Maintenance (RCM) approach
Poor performance of vendor equipment
Vendor liaison & investigations
Tuning, recommissioning,
upgrading, replacement
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Once an assessment
is complete:
Prioritise solutions
Undertake
operational trials
and monitor results
Prepare business
case for solutions
Obtain approval
Implement solution
Test performance
Justify benefits
Drive continuous
improvement
ROADMAP TO IMPROVING OPERATIONAL EFFICIENCY 9
Improved operational efficiency
Implementation and testing
Feasibility study &
business case
Operational trials
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EXAMPLE –POWER STATION COAL HANDLING PLANT 10
Summary of findings
A power station Coal Handling Plant (CHP) was investigated, assessed and reported on to:
Belt mistracking observations correlated with design issues
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Evaluate existing
practices
Compare with
best practices
Identify areas for
improvement
The problem:
Train loading was too slow, increasing cost and limiting production
Causes were not obvious
Improvement methodology
Reviewed performance data, identified issues
Analysed effect of addressing issues in sequence
Graphically represented on “waterfall chart”
Cost effective solutions developed and implemented
EXAMPLE – COAL MINE TRAIN LOAD OUT 11
Predicted Coking Coal Load-Out Rate
(based on 279 coking coal trains over 6 months
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A coal export terminal in North Queensland was audited in quite some detail to:
Assess the condition and remaining life of assets
Determine regulatory and statutory compliance
Review plant performance and requirements for maintenance, upgrade and replacement
Report prepared and results presented to stakeholders for actioning
EXAMPLE – QUEENSLAND COAL TERMINAL 12
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EXAMPLE – PRIMARY COPPER ORE CRUSHER13
A primary crushing and parallel screening plant was reviewed to
determine its ongoing suitability as part of a mine expansion study
System, equipment availability, utilisation & delays analysed over time
Throughput performance determined per operating hour over time
Based on site inspection and historical data analysis, concluded
The existing plant (in entirety) would not be suitable for future use
Reliable, high performing components could not be redeployed as part
of a new plant as continuity of ore flow could not be assured from the
balance of plant in the interim
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To stay in business, materials handling plant operators are under
extreme pressure to:
- reduce cost
- increase performance
- get the most from capital employed (sweat the assets)
whilst still complying with tightening rules and regulations and
operating in harmony with the community.
Achieving operational efficiency and excellence requires:
- Assessment of performance and benchmark comparison
- Identify deficiencies and determine strategies to eliminate/reduce
- Make a business case, implement and measure results
- Continuous improvement
CONCLUSION 14
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