ImpRes - Optimization of Control Rooms

PERFORMANCE OPTIMISATION

Improving controller effectiveness and operational productivity

– OBJECTIVES –

Introduction to a tool for

benchmarking control

performance from an operational

perspective

Show by case studies the areas that

we are finding to be weak across

the mining sector

Complete a quick exercise

to benchmark ourselves

as a group against the standard

WILL THE CHANGING ROLE OF OPERATORS MAKE CONTROL ROOM MANAGEMENT EASIER?

– –

[Photo courtesy BHP Billiton]

Measurement of control room performance may become harder as the traditional role of the operator changes

Whole ofSystem Remit

LessActive Control Predictive

Responsibilities

Process Control Optimisers

WILL THE CHANGING ROLE OF OPERATORS MAKE CONTROL ROOM MANAGEMENT EASIER?– TRENDS –

SENSORS

DATA INTEGRATION

DATA ANALYTICS

MATHEMATICS& ALGORITHMS

PREDICTIVE CAPABILITIES

4 ELEMENTS TO THE IMPRES CONTROL ROOM DIAGNOSTIC– DIAGNOSTIC –

Diagnostics process can rapidly identify hidden value

GOVERNANCE

DAILY PROCESSES FOCUS– DIAGNOSTIC –

Operating tactics are a large gap across most organisations

WHY FOCUS ON THE DAILY PROCESSES

Forefront of execution

High frequency of small – medium productivity decisions

Disconnection within the hierarchy

Highest impact on immediate productivity

• Diagnostic

MAJOR MINERCASE STUDY

APPROACH

4 WEEKSduration

19 PEOPLEengaged

4 CREWSengaged

GATHER &ANALYSE DATA

• Production data• Radio data• Email data• Leave data• Alarm data• Evidence to support findings

from interviews

COMPLETE DIAGNOSTIC

• Utilising ImpRes Control Room Diagnostic Tool

• Summarise findings• Rate maturity of individual

elements

PREPARE &DELIVER REPORT

• Summarise findings• Summarise improvement

ideas• Prioritise improvement

ideas• Present to key stakeholders

INTERVIEW INDIVIDUALS

• Location Controllers• Location Control

Leadership

CASE STUDY: MAJOR MINER

HIGH LEVEL OUTCOME FROM REVIEW

A score of 100% is Best Practice, a score of 50% is Average Practice and a score of 0% is very poor practice

Overall, the “Client” Control scored 59% which is just above Average Practice

At the Theme level, the “Client” Control has reasonably strong Systems (72%) however is only average for Governance and Processes (both 52%)

• Plans Reviewed• Operating Tactics & KPIs• Escalation Criteria• Disturbances & Interruptions• Field Communication

• Duties & Accountabilities• Clear Strategy

GOVERNANCE

• Performance Management• Current Attitude• Current Knowledge

• Alarm Management• Automation• CCTV• Software Speed

DAILY PROCESSES

SYSTEMS

PEOPLE


• Other Communication• Logs• Trends• Improvement Plans• Handovers

• Oversight and Support• Workload Balance

• Current Relationships• Training Content• Training Assessment

• Location• Feel• HMI• Redundancy

HIGHER IN:• Systems

This is a common result across the industry…… … leading to significant opportunity to improve!

LOWER IN:• Governance• Daily Processes• People

DETAILED SUMMARY CASE STUDY: MAJOR MINER

MATURITY LEVEL 0 (SCORE 0)

• Large variation in how the CROs control the plant

• Large time periods sub-optimised• No tactics documented or reviewed• No Visual Management System (Dashboard)


• Visual Management System (Dashboard) exists with SMART KPIs

• Common operating tactics for major deviations, frequent bottlenecks and optimising tactics exists

• Common operating tactics are frequently reviewed by all CROs

• Common operating tactics are part of the CRO competency training

• Consistent feedback to CROs re: conformance to common operating tactics provided


• Some common operating tactics documented but likely not reviewed or followed

• Visual Management System (Dashboard) exists but is not effective

• Some tactics included as part of competency training

• Some feedback to CROs on conformance to tactics

THEME:DAILYPROCESSES

SUB-ELEMENT:OPERATINGTACTICS & KPIs


0 75%25% 50%

INITAILLYHERE

38%

IMPROVEDTO

51%

DETAILED OUTPUT EXAMPLE: DAILY PROCESSES (OPERATING TACTICS & KPIS)

No operating tactics documented and when queried verbally got multiple different responses

KPIs are tracked at the Level 3 Visual Information Centre but Controllers don’t participate

No real-time dashboards

CRO operational often dictated to by the Site Supervisor

DETAILED OUTPUT EXAMPLE: DAILY PROCESSES (OPERATING TACTICS & KPIS) CASE STUDY: MAJOR MINER

“I don’t know”

HOW DO YOU KNOW IF YOUHAD A GOOD SHIFT?

“Each circuit achieved +100kt”

“I feel energised, happy and cheery & haven’t made any

mistakes”“dumped lots of trains”

DETAILED OUTPUT EXAMPLE: SYSTEMS (ALARM MANAGEMENT)


• Alarm system not used by Controllers• Alarm count is out of control• No alarm standard/philosophy exists


• Alarm system used frequently and effectively• Process in place to maintain alarm system• Alarm standard/philosophy exists and is

followed• Alarms below ANSI/ISA- 18.2-2009 limits


• Alarm standard/philosophy exists but is not followed

• Attempts are made to maintain alarm level• Alarm system used by Controllers on occasions

THEME:SYSTEMS

SUB-ELEMENT:ALARMMANAGEMENT

0 75%25% 50%

INITAILLYHERE

13%

IMPROVEDTO

55%


DETAILED OUTPUT EXAMPLE: SYSTEMS (ALARM MANAGEMENT)

Inload Controller receives 9,000+ alarms per day and Outload Controller receives 4,000+ alarms per day

80% of alarms are generated by the Top 20% of alarms for Inload and Top 4% of alarms for Outload

Pages are not configured for Controller role

Alarm page not permanently displayed and hence rarely used

Alarm pages show all alarms rather than just the alarms that need an action

There are no audible alarms for critical alarms such as production trips

Alarm descriptions are vague and cant be easily interpreted by the Controllers


improvement opportunities identified and scoped…

… TURNING THE IMPROVEMENT OPPORTUNITIES INTO RESULTSREF OPPORTUNITY PRIORITY

G1 Update & Circulate Port Controller Position Description JDIG2 Develop a Control Room Operator SWI for Standard Tasks PlanG3 Develop & Embed a Port Operating Strategy/Philosophy ExecuteG4 Develop Suite of SMART KPIs & Cascade PlanG5 Relocate Breakdown Process Control Engineers to IOC PlanG6 Review & Adjust Port Control Headcount PlanPr1 Develop Real-time Dashboard with Trends & TARPs ExecutePr2 Improve Email Management ExecutePr3 Automate Manual Data Entry ExecutePr4 Automate Generation of all A+ Delays ExecutePr5 Automate Generation of A+ Rate Losses & Trigger from PV not SP ExecutePr6 Automate Classification of A+ Train Change Over Delays PlanPr7 Implement an Electronic Shift Log PlanPr8 Develop and Embed a Continuous Improvement Tool/Process PlanPr9 Develop & Embed a Live Schedule Viewer Tool Plan

Pr10 Implement a Team Pre-Start Meeting ExecutePe1 Develop & Embed Training Material & Assessment PlanPe2 Develop a Standard Training Plan ExecutePe3 Build Formal Trainer/Assessor Capability in the Team PlanPe4 Develop and Embed a Training Simulator PlanPe5 Incorporate a Training Program that is Nationally Recognised PlanPe6 Increase Availability of Lunch Breaks PlanS1 Alarm Rationalisation and Sustaining Process PlanS2 Refresh the IOC Business Continuity Plan and Roll Out ExecuteS3 Improve Usability of HMI PlanS4 Automation of Stacker/Reclaimer Relocations ExecuteS5 Configure Dedicated Cimplicity Licenses for Port Control JDI

2712improvement projects completed

(including the dash-boarding)


• Diagnostic

MID TIER MINERCASE STUDY

GAP 1 – GOVERNANCE; ALIGNMENT TO STRATEGY

KEY FINDINGS

Attitude and behaviours showed poor understanding

and alignment with organisational goals

“Drive it like I stole it”

“Kept in the dark”

CASE STUDY: MID-TIER MINER

Defined the principals of operation

Locked in improvement plans against the principles

Cascaded metrics and strategy…

THREE ALIGMENT ACTIONS CASE STUDY: MID-TIER MINER

TRANSPARENCY

UTILISING CONSTRAINTS

MINIMISING ERRORS

REDUCED VARIATION PLANNING PARAMETERS

IN SPEC

IMPROVEMENT PLANS

PRODUCTIVITY

GAP 2+ – DAILY PROCESSES

KEY FINDINGS

– Insufficient information to plan the shift

– Tactics did not exist – Maintenance consistently

used as excuse for poor performance

– KPIs not reflective of role– Trends not effectively utilised– Constraints not managed

“I’m old school”

“Maintenance problem”

CASE STUDY: MID-TIER MINER

Insufficient information to plan the shift

Tactics did not exist

Maintenance consistently used as excuse for poor performance

KPIs not reflective of role

Trends not effectively utilised

Constraints not managed

5 ACTIONS TO IMPROVE DAILY PROCESSES CASE STUDY: MID-TIER MINER

Shift to shift variation

Long periods sub optimised (holding them back)

49%

OF THE TIME AT SELF IMPOSED

“TARGET”

Control Room Workflow

5:30

-6:3

0AM

16:3

0-17

:30

17:3

0-18

:30

6:30

-7:3

018

:30-

19:3

08:

30-1

6:30

7:30

-8:3

0

Future State

Legend

Control Room Handover

Informal Meeting

Standing Instructions

Daily Instructions from Mets

Communication Whiteboard

SOPs

6:30 Control Room Tactics Meeting


Operating plan developed

Control room log

Operating plan confirmed

Operating plan adjusted

Plant data

Plant data

Plant data

CRO

CRO

CROMets

Control room log


Operating plan developed Plant dataCRO

Control Room Briefing


Plant dataCRO

Document

Data

Decision

5:30 Supervisors Meeting

Equipment StatusPlanned Maint.

ResourcesOperational Plan

Supervisor, Coordinator

6:00 Production Tool Box

7:30 Cross-function plan review

Formal Meeting


SOPs


Briefing information

18:00 Tool Box

Supervisor

Adhoc plan adjustments Plant dataCRO

Informal interactions with

mets and supervisors

Trend Reviews

Data Analysis

Mets

Mets

Immediate information

for CROSupervisor

Documented plan

TrendsParametersOre Types

6:00 Met Toolbox

-Breakdowns and containment-Planned Maintenance-Plant operational is sues

Trend Reviews Mets Mets

Downtime analysis

SupervisorInformal interaction

with supervisor

Plan adjustments

17:00 Control Room Tactics Review

Documented plan


for CRO

-Breakdowns and containment-Planned Maintenance-Plant operational is sues

Supervisor

Mets

Supervisor, Mets

Control Room Sphere

IMPROVEMENT PROJECTS

UTILISING CONSTRAINTS

MINIMISING ERRORS

REDUCED VARIATION

PLANNING

PARAMETERS IN SPEC 1. Information

converge to CRO

4. Constraint tracking

2. Tactics meetings

3. Trends revamp

5. SOPs and Response Plans

HARD WIRING TACTICS DEVELOPMENT INTO THEIR DAY…Control Room Workflow

5:30

-8:0

0AM

16:3

0-17

:30

17:3

0-18

:30

8:00

-9:0

018

:30-

19:3

09:

00-1

6:30

Current State





SOPs




Control room log



Plant data

Plant data

Plant data

CRO

CRO

Control room log

Communication Whiteboard Operating plan

developed Plant data

CRO


Operating plan confirmed Plant data

CRO

CRO



Supervisor

6:00 Tool Box

7:30 Downtime Review


SOPs



Supervisor

18:00 Tool Box

Adhoc plan adjustments Plant data



Trend Reviews

Data Analysis


for CRO

Legend

Informal Meeting

Document

Data

Decision

Formal Meeting

Control Room Workflow

5:30

-6:3

0AM

16:3

0-17

:30

17:3

0-18

:30

6:30

-7:3

018

:30-

19:3

08:

30-1

6:30

7:30

-8:3

0

Future State

Legend


Informal Meeting




SOPs

6:30 Control Room Tactics Meeting



Control room log



Plant data

Plant data

Plant data

CRO

CRO

CROMets

Control room log


Operating plan developed Plant dataCRO



Plant dataCRO

Document

Data

Decision


Equipment StatusPlanned Maint.

ResourcesOperational Plan

Supervisor, Coordinator

6:00 Production Tool Box

7:30 Cross-function plan review

Formal Meeting


SOPs



18:00 Tool Box

Supervisor

Adhoc plan adjustments Plant dataCRO



Trend Reviews

Data Analysis

Mets

Mets


for CROSupervisor

Documented plan

TrendsParametersOre Types

6:00 Met Toolbox

-Breakdowns and containment-Planned Maintenance-Plant operational issues

Trend Reviews Mets Mets

Downtime analysis

Supervisor Informal interaction with supervisor

Plan adjustments

17:00 Control Room Tactics Review

Documented plan


for CRO

-Breakdowns and containment-Planned Maintenance-Plant operational issues

Supervisor

Mets

Supervisor, Mets

Control Room Sphere

TACTICSREVIEW

DOCUMENTED TACTICS

CURRENT STATE FUTURE STATE

Converged information to the key

action taker

CASE STUDY: MID TIER MINER

CASE STUDY: MID TIER MINER TARA STILL TO DO SLIDE

PROVIDING THE TOOLS & INFORMATIONTO DEVELOP ROBUST TACTICS…

TACTICS ARE THE PLANNED ACTIONS THAT WILL EXECUTE THE STRATEGY CONSIDERING ALL

THE INPUTS

TACTICSWhat actions

we are going to take to execute the strategy?

FEED TYPESEQUIPMENT

STATUS

PARAMETERS

OPERATIONAL PLANS

PLANNED MAINTENANCE

CONSTRAINTS

RESOURCES4 field operators

off sick?

Shovel digging next to ore boundary?

Filter breakdown, thickener sliming?

Conc grade high, cyclone pressures are low and HPGRs are skewing?

Emptying tanks?HPGR shutdown commencing 6am?

Tailings disposal preventing us from adding

more tonnes?

FORUM TO CONVERGE INFORMATION... CASE STUDY: MID TIER MINER

Traceability

Collaborative and promote peer learning

Closing the loop through real time feedback and conformance measures

TIME

IMPA

CT

TACTICS COMMUNICATION MININUM VIABLE PRODUCT

SOFTWARE BASED TACTICSWITH TOUCH SCREEN

WHAT are the conditions / issues / requirements?

TACTICSHow should we

operate the plant?

PARKING LOTKeep issues that don’t require

tactics in the parking lot to reduce noise

OUTCOMES CASE STUDY: MID-TIER MINER

MEAN TIMEbetween major tonnage drops

18% 22%

Average dailyTHROUGHPUT RATEper operating hour

• Diagnostic

BENCHMARKAGAINST OUR “TACTICS”

WHERE ARE YOU?

Open group map via this address

Think about your control room or if you don’t usually work in one as your day job then think about the last control room you have intimate knowledge of.

Enter a score for each of the questions.

Fill it out over lunch and we’ll keep the aggregated score on the board.

– WHAT ARE WE GOING TO DO? –

BENCHMARK56

– ABOUT US –

+61 (8) 9325 [email protected]

REACH OUTWE’D LOVE TO HEAR FROM YOU!

THANKYOU

+61 (8) 6161 [email protected]

WANTMORE INFORMATION?

tel:+61893254342

mailto:[email protected]

http://www.sandpitinnovation.com/

http://www.linkedin.com/company/sandpit-innovation-pty-ltd

http://www.linkedin.com/company/sandpit-innovation-pty-ltd

ImpRes - Optimization of Control Rooms

Engineering

Transcript of ImpRes - Optimization of Control Rooms