Three Papers Presented in Load & Haul Asia 2011
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Transcript of Three Papers Presented in Load & Haul Asia 2011
Ensuring Safe Maintenance & Reliability of Haul Trucks
28.09.2011
TRB Iron Ore Mines, Tensa
An ISO 9001:2008, ISO 14001:2004 & OHSAS 18001:2007
Certified Company
A TPM Practicing Unit
Copyright © 2010 Jindal Steel & Power Ltd. 2
O P JINDAL GROUP
JINDAL SAW LTD.
Long Submerged Arc
Welded Pipes
• Spiral Welded Pipes
• Pipe Coating
• Seamless Pipes
JSW STEEL LTD
Iron Ore Pellets
Slabs, Billets
HR & CR Coils/ Sheets & Plates
Galvanized Coils/ Sheets
Re-bars
• LEADING INDUSTRIAL GROUP IN INDIA WITH AN ANNUAL
TURNOVER OF USD 15.0 BILLION.
• JSPL IS TODAY HAVING A CRUDE STEEL CAPACITY OF 2.4
MTPA, WORKING TOWARDS BECOMING A 30 MTPA
COMPANY BY 2020.
O P Jindal Group
JINDAL POWER LTD.
1000 MW Capacity
4 x 600 MW under
project
JINDAL STAINLESS LTD
Stainless Steel in the
form of Slabs /Coils/Sheets
High Carbon Ferrochrome
CR Coils/Sheets
JINDAL STEEL & POWER LTD.
• Captive Iron Ore & Coal mines
• Ferro Alloys
• Sponge Iron (DRI), Pig Iron
• Steel Slabs, Rounds & Blooms
• Steel Structural's, Rails, Plates
• Power
JINDAL STEEL & POWER LTD.
• Captive Iron Ore & Coal mines
• Ferro Alloys
• Sponge Iron (DRI), Pig Iron
• Steel Slabs, Rounds & Blooms
• Steel Structural's, Rails, Plates
• Power
Copyright © 2010 Jindal Steel & Power Ltd.
Vision
We aspire to achieve business excellence through: •The spirit of entrepreneurship and innovation •Optimum utilization of resources •Sustainable environment friendly procedures and practices •The highest ethics and standards •Hiring, developing and retaining the best people •Maximizing returns to stakeholders •Positive impact on the communities we touch
Mission
“To be a globally admired organization that enhances the quality of life of all stakeholders through sustainable industrial and business development”
CORE VALUES •Passion for People •Business Excellence •Integrity, Ownership & Sense of belongingness •Sustainable Development
3
Our Vision, Mission & Core Value
Copyright © 2010 Jindal Steel & Power Ltd.
Global Footprint
India Oman
Indonesia Congo
Mozambique
Bolivia
South Africa
Georgia
4
Copyright © 2010 Jindal Steel & Power Ltd.
JSPL- India Wide Location
5
Copyright © 2010 Jindal Steel & Power Ltd.
TRB Iron Ore Mines location
6
Copyright © 2010 Jindal Steel & Power Ltd. 7
JSPL –Mine at a Glance
Established in 1991 at Tensa, district Sundargarh in Odisha
Principal Product & Services-Iron Ore
Present Production Capacity is 3.11 million tons/per annum
Situated at a Latitude:21°53’north & longitude : 85° 10' east
The Mines is surrounded by three villages i.e;Tantra,Raikela &
Bandal and hence has been named as TRB Iron Ore Mines.
Profile of Employees:
Total strength-170
Average age in years-37
Average experience in years-12
% of employees with 5-15 yrs.Exp-38
% of professionally qualified persons-64
% of employees below 40 yrs. of age-34
Copyright © 2010 Jindal Steel & Power Ltd. 8
JSPL Tensa
• Gold Medal at QCFI Mumbai Chapter 2010 for presenting the best Kaizen Theme
• Par Excellence Award at 24th National Convention on Quality Concepts NCQC-2010 at Vishakhapatnam.
• Best Mechanized Mines for environmental protection & Air Quality Management 2010-11 by Indian Bureau of Mines
• Best Mines for General Working, Safety 2010-11 by DGMS
Awards & Recognition
Environmental Protection Award 2010-11 NCQC-2010-Par Excellence Award
QCFI-2010 Best Safe Mines Award 2010-11
Evaluating & ensuring an effective preventive maintenance program
Copyright © 2010 Jindal Steel & Power Ltd. 10
35
50%
50%
50%
Evolution of Haul trucks
Copyright © 2010 Jindal Steel & Power Ltd.
Cost Per Ton versus Haul Truck Size….
11
Co
st
per
To
n
A
B
C
Size
Cost Versus Haul Truck Size
Uncertainty into the benefits of implementing larger haul trucks
Copyright © 2010 Jindal Steel & Power Ltd.
Factors for selection of equipment Deposit Characteristics Operating Scenarios
A. Deposit Characteristics
1 – Reserves
2 – Geometry
3 – Topography
4 – Groundwater
5 – Hardness & abrasivity
6 – Grade Distribution
7 – Swell Factor
8 – Diggability
9 – Ground Bearing Pressure
10 – Rock Mass Quality, Structure
B. Mine Planning Needs:
1 – Daily production rate
2 – Bench geometry
3 – Mine layout
4 – Scheduling
5 – Matching factors
C. Operating Environment
1 – Personnel
2 – Weather
3 – Shift per day
4 – Management
5 – Maintenance
6 - Training
Equipment Size
Equipment Size Sensitive Factor
A. Direct Impact:
1 – Productivity
2 – Capital cost ( Basic price, Commission, Shipment, Insurance, etc.)
3 – Operating Cost ( Tires, Fuels, Maintenance, )
4 – Flexibility & Versatility
5 – Reliability
6 – Infrastructure: Haul road, etc.
7 – Minimum working area
8 – Risk Management (lost production)
9 – Efficiency
10 – Utilization
11 – Waste Dump Management
12 – Matching Factor: drills, loaders, haulers.
B. Indirect Impact:
1 – Selectivity & Dilution
2 – Environmental Management
3 – Safety
4 – Milling efficiency cost
5 – Mine Longevity
6 - Community
Copyright © 2010 Jindal Steel & Power Ltd. 13
Today’s understanding for purists
Reliability The ability of an equipment to operate
under designated conditions for a
designated period of time or number of
cycle. MTBF is an indicator of
reliability.
Availability The probability that an equipment will be in
operable condition for a designated period of
time.
Utilization The proportion of available time for that
equipment is operating.
Safety Freedom from unacceptable risk of harm.
Copyright © 2010 Jindal Steel & Power Ltd. 14
Availability & Reliability Use CM to get higher equipment reliability and higher plant availability. The
graph below is what Max said to do.
Equipment Optimization
Zone
CM is used as a tool to
optimize equipment
availability
Copyright © 2010 Jindal Steel & Power Ltd. 15
O.E.E
Production Efficiency: The ratio of actual output from a
machine (which meets the required quality standards) to its
rated output, during the time it is operating.
P.E = (Actual production/Utilized hours)/ Rated capacity*100
Overall Equipment Effectiveness: It provides a holistic view
of asset utilization by combining
OEE= Availability*Utilization*P.E
Copyright © 2010 Jindal Steel & Power Ltd. 16
General Understanding of Reliability
So…..
The important
thing in reliability
is to choose our
priority and define
what we exactly
want.
If we don’t get
what we want
then it is un
reliable.
How reliable is my shoe?
Lasts for ??? Years
Does not pinch
Feet does not ache during morning walks
Is safe to wear in the plant
Require little repair & maintenance
Reliability has different meanings.
What would be more reliable?
Taking a flight from Delhi to Jakarta
Or taking a train from Delhi to Jakarta
How do we decide our option?
Do we choose similar decision criteria at
our site.
Copyright © 2010 Jindal Steel & Power Ltd. 17
Perception & View
Your perception of reliability of any equipment from the position of:
Maintenance manager
Production manager
Quality manager
Safety manager
Finance manager
How do we define failure as a:
Maintenance manager
Production manager
Quality manager
Safety manager
Finance manager
Reliability
Availability
Performance
What would now be an
acceptable viewpoint? And
how are we to achieve this?
Copyright © 2010 Jindal Steel & Power Ltd. 18
Reliability
Different components have different reliabilities.
Different sub-assemblies have different reliabilities.
Different machines have different reliabilities.
Different processes have different reliabilities
Mathematically,
R(t) = exp(-λt) Where,
R(t) is the reliability.
λ is the failure rate.
For Series,
R(t) = exp(-(λ1+ λ2)t)
For parallel,
R(t) = 1-(1-exp(-λ1t))(1-exp(-λ2t)) Where,
λ1 is the failure rate of component (A).
λ2 is the failure rate of component (B).
A B
B
A
Copyright © 2010 Jindal Steel & Power Ltd. 19
Reliability
So the upper limits of performance is decided by…..
Inherent design
Processes
Spares
Maintenance team skill
Operation
Maintenance practices
And a host of other factors
They all behave like a chain. The weakest link determines the
reliability of the entire chain.
And every link’s reliability depends not only on its own
strength against the load but also depends on the interaction
with the other elements or links.
Copyright © 2010 Jindal Steel & Power Ltd. 20
Reliability depends on…..
Design
Material
Assembly and
commissioning
Foundation and
Structures
Forces and loads
Reactive environment
Working Environment
Time
Lubrication
Spares
Skill set
RCM is a process of identifying the best way to operate
and maintain plant and equipment.
Copyright © 2010 Jindal Steel & Power Ltd. 21
The Scheduling Process
Uncertainty of
forecasting is
due to poor
reliability & poor
utilization.
Copyright © 2010 Jindal Steel & Power Ltd. 22
Sources of Unreliability
Copyright © 2010 Jindal Steel & Power Ltd. 23
Impact of Poor Reliability
a) Operating efficiency
and therefore operating
cost.
b) Ability to provide accurate short term
forecast for the equipment operating hours.
i) leads to equipment services being performed
unnecessarily and resulting in increase
maintenance cost and downtime or,
ii) equipment services being performed late
leading to the risk of in-service failures and
reduced equipment life or,
iii) equipment services being performed at short
notice, in an unplanned manner resulting in
increase of down time associated with these
services.
Impact of poor
reliability
Copyright © 2010 Jindal Steel & Power Ltd. 24
Actions to improve Reliability
Copyright © 2010 Jindal Steel & Power Ltd. 25
Actions to improve Reliability
And,
Measure number of times equipment is stopped.
Perform pareto analysis.
Analyze with high frequency stoppages, identify opportunity for
improvement.
Possible causes for interruption can be categorized as ‘Planned’ or
‘Unplanned’.
Copyright © 2010 Jindal Steel & Power Ltd. 26
Factors impacting reliability
Geology Accident damage
Weather
Downstream processes
Spillage & house-keeping
Minor production stoppages
Ineffective blasting
Equipment failure
The mine plan
Routine maintenan
ce
Shift change &
crib brakes
The blast
Refueling &
lubrication
Planned can be reduced by
combining the
stoppages
Factors Impacting Reliability
Unplanned can be reduced
by eliminating or
reducing
frequency or by
converting
stoppages into
planned
stoppages.
Copyright © 2010 Jindal Steel & Power Ltd. 27
Common Cause Failures
Types of failures of items:-
Failure of a few items
Random failures
Dependent failures
Consecutive failures
Failures of identical
items
Design failure
Environment caused failures Functional
failures
Failures are basically of three types
Frequent failure- early life
Random – not quite sure of the life
Age related – suffer from old age
Since PM can’t tackle the first two
types. There is a need to have more
strategies in place.
This leads us to
a new concept
DOFR can
reduced it. CBM can
reduced it.
Copyright © 2010 Jindal Steel & Power Ltd. 28
Actual Failure Patterns
These curves are the
failure patterns
observed in a study
completed in 1978 by
Nowlan and Heap.
This shows that
only 4% of the
components go
through a bathtub
curve.
4%
7%
5%
2%
82% 68% of this with infant mortality
Bath tub curve
Copyright © 2010 Jindal Steel & Power Ltd. 29
Life management
Integration of ageing management
and economic planning to:
Optimize the operation,
maintenance and service life of
SSCs.
Maintain an acceptable level of
performance and safety
Maximize return on investment
over the service life of the
equipment.
Copyright © 2010 Jindal Steel & Power Ltd. 30
Evolution of CBM
Equipment reliability improves but
inconsistent results are noted, aircraft
industry studied due to significant
improvement within its equipment
RCM development cost for the unique
equipment at each station drives change in
the process
Cost of time based maintenance and the
feedback that some equipment is not
significantly degraded upon removal
challenges the SRCM interval evaluation
Structured approach to the use of PdM
needed to adequately address where
interval can be flexed to the advantage of
the maintenance cost
PM program
evolves
RCM program
evolves
Daily Reactive
Maintenance
Maintainers responding to the demand
of production department need
TIMELINE
Pre- 1975
Planned Maintenance Decision to plan
work to reduce $ Action to reduce
reactive maintenance 1980
Achieve cost reduction in maintenance, but
equipment reliability not significantly improved Planned Maintenance
with PM Priority
PM program
development 1985
Planned Maintenance
with RCM Focus
Action to focus on the
critical equipment 1992
Planned Maintenance
with SRCM Focus
Action to focus or
streamlining RCM
process
1995
Planned Maintenance
with SRCM Focus
Introduction of
predictive technology
to PM program
1998
Planned Maintenance
with CBM/SRCM Predictive technology
evolves to CBM
program
2002
Copyright © 2010 Jindal Steel & Power Ltd. 31
Condition Based Maintenance
Conditional Indicator Characteristic that can be observed, measured or trended to infer or directly
indicate the current and future ability of an SSC to function within acceptable
criteria.
Functional Indicator Characteristics that can be measured or observed to provide a direct
indication of the current ability of an SSC to function within acceptance
criteria.
Condition Monitoring Observation, measurement or trending of condition or functional indicators
w.r.t some independent parameter to indicate the current and future ability of
an SSC to function within acceptance criteria.
Testing Observation or measurement of condition or functional indicators under
controlled conditions to verify that the current performance of an SSC
conforms to acceptance criteria.
Copyright © 2010 Jindal Steel & Power Ltd. 32
The Journey to Operational Excellence
At the extreme left hand side of the chart, you could consider that
Maintenance is at a level of "Innocence" - at the extreme right hand side, it
is at the "Excellence" level.
Copyright © 2010 Jindal Steel & Power Ltd. 33
Business Need
Business Need
The need to predict equipment
failures
The need for a
holistic view of
equipment condition
The need for greater accuracy in
failure prediction
The need to reduce the cost of Condition Monitoring
The need to improve equipment
and component reliability
The need to optimize
equipment performance
It requires the effective
integration of:
i) Condition Monitoring
inspection results (including
all Condition Monitoring
techniques used - Vibration
Analysis, Oil Analysis,
Thermography etc)
ii) Visual inspection results
iii) Fixed-interval
"Preventive" maintenance
actions, and
iv) Equipment performance
monitoring
Copyright © 2010 Jindal Steel & Power Ltd. 34
7 key trends for CM in 21st Century The development of smart sensors, and other low-cost on-line monitoring systems that will
permit the cost-effective continuous monitoring of key equipment items.
The increasing provision of built-in vibration sensors as standard features in large motors,
pumps, turbines and other large equipment items
Increasingly sophisticated condition monitoring software, with rapidly developing "expert"
diagnosis capabilities
The acceptance of Condition Monitoring within the "mainstream" of Operations and
Maintenance, with Production operators increasingly utilising Condition Monitoring technologies
as part of their day-to-day duties
Increasing integration, and acceptance of common standards for interfacing Condition
Monitoring software with CMMS and Process Control software
An increasing focus on the business implications and applications of Condition Monitoring
technologies, leading to the utilisation of Condition Monitoring technologies to improve
equipment reliability and performance, rather than to merely predict component failure.
A reduction in the cost-per-point of applying Condition Monitoring technologies - possibly
leading to more widespread use of these technologies.
Copyright © 2010 Jindal Steel & Power Ltd. 35
Reliability Centered Maintenance
Systematic method for developing and optimizing proactive
maintenance programs.
by evaluating and prioritizing preventive maintenance actions
according to their effectiveness in reducing the probability of
system failure
their economic viability also taken into account
First developed in 1970s as tool for civil Aviation Industry, and under constant
review. In1980s the application was expanded to other industries. In1990s RCM2
launched specifically for non aviation sectors.
Copyright © 2010 Jindal Steel & Power Ltd. 36
Reliability Centered Maintenance
The philosophy of RCM has brought in several areas of change in
maintenance management.
15 major areas of change are summarized herewith- and these are termed as
Maxim. This would provide a basis for comparing the different decision support tools and management
philosophies that claim to provide a basis for action.
Maxim Old New Maxim1 Maintenance is about preserving physical assets. Maintenance is about preserving the functions of assests.
Maxim2 Routine maintenance is about preventing failures. Routine maintenance is about avoiding, reducing or eliminating the consequences of failures.
Maxim3 The primary objective of maintenance function is to optimize plant availability at minimum cost.
Maintenance affects all aspects of business effectiveness and risk-safety, environmental integrity, energy efficiency, product quality and customer service, not just plant availability and cost.
Maxim4 Most equipment becomes more likely to fail as it gets older. Most failures are not more likely to occur as equipment gets older.
Maxim5 Comprehensive database about failure rates must be available before it is possible to develop a really successful maintenance programme.
Decisions about the management of equipment failure will nearly always have to be made with inadequate hard data about failure rates.
Maxim6 There are three basic types of maintenance: i) Predictive, ii) Preventiveand iii) Corrective.
There are four basic types of maintenance: i) Predictive, ii) Preventive, iii) Corrective and iv) CBM.
Copyright © 2010 Jindal Steel & Power Ltd. 37
Reliability Centered Maintenance Maxim Old New
Maxim7 The frequency of CBM tasks should be based on the frequency of the failure and /or criticality of the item.
The frequency of CBM tasks should be based on the failure development period.
Maxim8 If both are technically appropriate, fixed interval overhauls/replacements are usually both cheaper and more effective than CBM.
If both are technically appropriate, CBM is nearly always cheaper and more effective than fixed interval overhauls/replacements throughout the life of the assets.
Maxim9 Serious incidents/ catastrophic accidents which involve multiple equipment failures are usually the result of 'bad luck' or 'acts of god' and hence unmanageable.
To a considerable extent, the likelihood of multiple failure is a manageable variable, especially in protected systems.
Maxim10 The quickest and surest way to improve the performance of an existing 'unreliable' asset is to upgrade the design.
It is nearly always more cost-effective to try to improve the performance of an unreliable asset by improving the way it is operated and maintained, and only to review the design if this cannot deliver the required performance.
Maxim11 Generic maintenance policies can be developed for most types of physical asset.
Generic policies should only be applied to identical assets whose operating context, functions and desired standards of performance are also identical.
Maxim12 Maintenance policies should be formulated by managers and maintenance schedules drawn up by suitably qualified specialists or external contractors.
Maintenance policies should be formulated by the people closest to the assets. The role of management is to provide the tools to help them make the right decisions, and to ensure that the decisions are sensible and defensible.
Maxim13 The maintenance department on its own can develop a successful, lasting maintenance programme.
a successful, lasting maintenance programme can only be developed by mantenance and users of the assets-working together.
Maxim14 Equipment manufacturers are in the best position to develop maintenance programme for new physical assets.
Equipment manufacturers can only play a limited (but still important) role in developing maintenance programmes for new assets.
Maxim15 It is possible to find a quick, one-shot solution to all our maintenance effectiveness problems.
Maintenance problems are best solved in two stages: i) Change the way people think and ii) Get them to apply their changed thought processes to technical/process problem-one step at a time.
Copyright © 2010 Jindal Steel & Power Ltd. 38
Applying the RCM process…..
Planning If correctly applied, RCM leads to remarkable improvements in
maintenance effectiveness and does so quite quickly. However, to obtain
such results it would depend on very careful planning otherwise there is
great waste of resources.
The key elements of the planning process are the
following: Decide which assets are most likely to benefit from RCM process, and if
so, exactly how they will benefit.
Asses the resources required to apply the process to selected assets.
In case where the likely benefits justify the investments, decide in detail
who is to perform and who is to audit each analysis, when and where, and
arrange for appropriate training.
Ensure that the operating context of asset is clearly understood.
Copyright © 2010 Jindal Steel & Power Ltd. 39
Applying the RCM process…..
Review groups It is difficult for maintenance people to answer all the basic questions of
RCM. For this reason, a review of the maintenance requirement of nay
asset should be done by small teams which include atleast one person from
maintenance function and one from operation function. Seniority of the
group member is less important. It is important that the group have a
thorough knowledge of the asset under review and each group member
should also have been trained in RCM.
Facilitators
RCM review groups work under the
guidance of highly trained
specialist in RCM.
Copyright © 2010 Jindal Steel & Power Ltd. 40
How RCM achieves its goals
RM ensures that operators:
1. Understand the asset’s function
2. Understand in what way it can fail to fulfill
its functions
3. Evaluate the consequences of a failure
Hidden failures
Safety & environmental consequences
Operational
Non-operational
Copyright © 2010 Jindal Steel & Power Ltd. 41
Growing expectation of Maintenance
can be traced under three generations….. First generation : 1930-1950
Second generation : 1950-1975
Third generation : 1975-2002
Fix it when it broke
Higher availability
Longer equipment
Lower cost
Higher plant availability &
Reliability
Greater safety
Better product quality
Corporate citizenship
Longer equipment life
Greater cost effectiveness
Copyright © 2010 Jindal Steel & Power Ltd. 42
Maintenance strategy
Maintenance
Preventive
Condition monitoring
Online, periodic, measures
Conditions acceptable?
Stop
Surveillance, IST, ISI, Visual
Periodic
Calendar or
operating hour
dependent
Corrective
Perform work planning on
equipment failure
Prioritize and
schedule work
Service equipment
Post maintenance
test
Acceptable YES
YES
NO
NO
Copyright © 2010 Jindal Steel & Power Ltd. 43
Maintenance strategy
In short…..
Maintenance
plan
On-Failure Predictive
Design Out Fixed Time
Copyright © 2010 Jindal Steel & Power Ltd. 44
Maintenance strategy
Maintenance Strategy
Equipment/
why it fails
On-Failure Fixed Failure Predictive Design Out
1) Failure Mode Equipment Analysis (FMEA) – Bottom up approach
System:
Sub System:
Function Functional
Failure
Failure
Mode
Effect of
failure
Proposed
task
Frequency To be
done by
Copyright © 2010 Jindal Steel & Power Ltd. 45
Maintenance strategy
2) Criticality Factor or RPN=
Frequency factor * Protection Factor * Severity Factor Where,
Severity Factor = (Scrap Rate Factor + Down Time Factor) * Safety Factor
Scrap Factor operator can recover the job - 1
Some processing is required - 2
Quality team actions are required - 3
Total loss of one item - 4
Total loss of more than one item - 5
Downtime Factor Less than 5 minutes - 1
Less than 30 minutes - 2
30 minutes to 1 hour - 3
1to 2 hours - 4
More than 2 hours - 5
Safety Factor This is very
subjective value
basically the effect
on the safety of the
machine or system
is graded from
1 (no safety
hazard) to
10 (immediate
threats to life)
Frequency Factor Once in two year or more - 1
Once per year - 2
Once per six months - 3
Once in three months - 4
Once per month - 5
Once per week - 6
Once per day - 7
Once per shift - 8
Once per hour - 9
Once per 5 minutes - 10
Protection Factor Current design will prevent cause of failure - 1
Current design will reduce impact of cause of failure - 2
Current design will not reduce impact of cause of failure, but will detect
and isolate fault - 3
Machine will stop but cannot isolate fault - 4
Machine will not stop but cannot isolate fault - 5
Machine won’t stop, will cause scrap and will present hazard to life - 6
Copyright © 2010 Jindal Steel & Power Ltd.
46
MAN MATERIAL
METHOD MACHINE
2-Skill of Maintenance Crew
1-Skill of Operator
1- Skill of Operator
2-Skill of Maintenance Crew 2- Oil Quality
1-Suppliers delivery Late
1-Supliers delivery late
2-Oil Quality
2- Contamination of Oil
1-Maintenance Procedure too general
2-Contamination of Oil
1-Maintennace Procedure too general
2- Level Gauge Height Improper
3- Base Plate of Hydraulic Filter
1- Electronically Controlled Hydraulic Optrn 2- Level Gauge Height Improper
3-Base Plate of Hydraulic Filter
1- Electronically Controlled Hydraulic Optrn
Minor Problem Major Problem
Hydraulic
Pump
Failure
Maintenance strategy
3) Cause & Effect Diagram – Top down approach
System: Excavator
Sub System: Hydraulic Pump
Copyright © 2010 Jindal Steel & Power Ltd. 47
Maintenance strategy
FTA symbols……
Top
Basic
And
Intermediate fault
Undeveloped
OR
Copyright © 2010 Jindal Steel & Power Ltd. 48
Maintenance Optimization
A) Management approach and business culture:
i) Creating a positive work environment that promotes a learning
organization. This can be accomplished by:
a) Setting goals
b) Providing strong leadership
c) Promoting good communication
d) Clear roles and responsibility
e) Accountability
f) Providing means to learn from staff experiences.
Copyright © 2010 Jindal Steel & Power Ltd. 49
Maintenance Optimization
Identifying work at
right time Prioritize Plan Schedule Performed Documented Reviewed
B) Maintenance Processes
Copyright © 2010 Jindal Steel & Power Ltd. 50
Maintenance Optimization
C) People skills/ work
culture
Motivation
Qualified
Skilled work force
Safe environment
Copyright © 2010 Jindal Steel & Power Ltd. 51
Maintenance Optimization
00.5
11.5
22.5
33.5
4SAFETY
POWER TRAIN
LUBRICATION
HYDRAULIC SYSTEM
FASTTNER
AUTO ELECTRICAL
INSTRUMATION
M/c PERFORMANCETEST
Skill Level Before Training
BM
Target
0
1
2
3
4SAFETY
POWER TRAIN
LUBRICATION
HYDRAULIC SYSTEM
FASTTNER
AUTO ELECTRICAL
INSTRUMATION
M/c PERFORMANCE TEST
Skill Level After Training
BM Actual Target
Conduct training to increase skill level continuously.
HR department access the different field employees of different
department by test and then arrange a training program as per requirement.
This is the example of skill level for hydraulic system to maintain it.
Copyright © 2010 Jindal Steel & Power Ltd. 52
Maintenance Optimization
4) Technologies
Cost effective technologies that:
Maximize maintenance process efficiency.
Provides timely information on equipment conditions.
And capture lessons learned.
Add some technologies
Copyright © 2010 Jindal Steel & Power Ltd.
Total Productive Maintenance (TPM)
- An Overview
Copyright © 2010 Jindal Steel & Power Ltd.
A holistic Approach practicing in JSPL-Tensa
Copyright © 2010 Jindal Steel & Power Ltd.
• TPM is a productive maintenance implemented by all employees in an organization.
• TPM involves everyone in the organization from operators to senior management in equipment improvement.
Total
All individuals in the organization working together
Productive
Production of goods that meet or exceed customer’s
expectations.
Maintenance
Keeping equipment and plant in good
condition at all times TPM
TPM
Copyright © 2010 Jindal Steel & Power Ltd.
• Increase production quality.
• Increase job satisfaction.
• Using teams for continuous improvement
• Continuous process improvement
• Improve the state of maintenance
• Empower employees
• Avoid wastage in quickly changing economic environment.
• Producing goods with out reducing product quality.
• Reduce cost for production
• Produce a low batch quantity at the earliest time.
• Goods send to the customer must be non defective.
Goals
Why TPM?
Copyright © 2010 Jindal Steel & Power Ltd.
To restructure the corporate culture through improvement of human resources and plant
equipment
Improve Human
resources
Improving Plant
Equipment
Improving the Corporate Culture
Educate and foster employees so that they can respond to the needs
Operator – Ability to perform Jishu Hozen
Maintenance Man- – Ability to perform High Quality
Maintenance
Production Engineer – Ability to execute maintenance-free
equipment plan
Attain Efficiency through revamping of the existing
equipment
LCC (Life cycle cost) – Considered design of new equipment
and minimizing their run-up time
Objective of TPM
Copyright © 2010 Jindal Steel & Power Ltd.
PP
CC
DD
SS
MM
PRODUCTIVITY IMPROVEMENT PRODUCTIVITY IMPROVEMENT
REDUCTION IN NO. OF SPORADIC LOSSES REDUCTION IN NO. OF SPORADIC LOSSES
1.5 TO 2 times1.5 TO 2 times
1/10 to 1/2501/10 to 1/250
REDUCTION IN PRODUCT DEFECTS REDUCTION IN PRODUCT DEFECTS
REDUCTION IN MAINTENANCE COSTREDUCTION IN MAINTENANCE COST
REDUCTION IN PRODUCT INVENTORIESREDUCTION IN PRODUCT INVENTORIES
REDUCTION IN ACCIDENTS, ELIMINATION OF
POLUTION
REDUCTION IN ACCIDENTS, ELIMINATION OF
POLUTION
INCREASE IN NO. OF KAIZENS AND
EMPLOYEES SUGGESTIONS
INCREASE IN NO. OF KAIZENS AND
EMPLOYEES SUGGESTIONS
REDUCTION IN CUSTOMER COMPLAINTS REDUCTION IN CUSTOMER COMPLAINTS
1/101/10
1/41/4
30%30%
00
00
5 to 10 times5 to 10 times
TPM – Performance Metrics
Tangible Benefits – An Example
Copyright © 2010 Jindal Steel & Power Ltd.
1) Achieving full self management –operators have ownership
of the equipment, They look after it by themselves without
direction.
2) Eliminating breakdowns and defects and instilling
confidence and can do attitude.
3) Making previously dirty, grimy and oily workplace
to clean, bright and lively workplace.
4) Giving plant visitors a better image of the company
and thereby winning more orders.
TPM – Performance Metrics
Tangible Benefits – An Example
Copyright © 2010 Jindal Steel & Power Ltd.
Eight Pillars of TPM
Copyright © 2010 Jindal Steel & Power Ltd.
Background (Problems as existed before PM)
Uncontrolled
Breakdowns
Poor Maintenance
skill
Not much
improvement in
repetitive failures
despite regular efforts
Maintenance cost
is high
Poor MIS
on Maintenance
Unable to focus
& improve preventive
& predictive maintenance
High Number of
Breakdown &
downtime
Copyright © 2010 Jindal Steel & Power Ltd.
Aim of Planned Maintenance
Minimize breakdown
by accurate finding
of Root Cause &
Countermeasure
implementation
thereafter
Strengthen
Preventive &
Predictive
Maintenance
by
rationalization
efforts
To Improve
Maintenance
Skill
& Minimize
Maintenance
Cost
Achieve Zero Breakdown at Optimum Maintenance Cost
To improve
equipment
Reliability
Copyright © 2010 Jindal Steel & Power Ltd.
6 Steps for Building PM System
Step –1 Evaluate equipment and understand situation
Step -2 Reverse deterioration and correct weakness
Step -3 Build an information management system
Step -4 Build a periodic maintenance system
Step -5 Build a predictive maintenance system
Step -6 Evaluate the planned maintenance system
Copyright © 2010 Jindal Steel & Power Ltd.
1.Evaluate equipment and
understand situation
1. Prepare or update equipment logs
2. Evaluate equipment – establish evaluation criteria, prioritize
equipment
3. Understand situation – Measure, frequency, severity of
failures, MTBF, maintenance cost and breakdown
maintenance cost
4. Set Maintenance goals – indicators and methods of
measuring
5. Focus on providing more & more Nos. of Visual Controls for
ease in mtc. works.
Copyright © 2010 Jindal Steel & Power Ltd.
Examples of Visual Control
Copyright © 2010 Jindal Steel & Power Ltd.
Visual Controls to Facilitate PM
Activities
Copyright © 2010 Jindal Steel & Power Ltd.
Step 2- Evaluate Equipment &
Understand Current Condition Creation & Maintenance
of equipment Ledger
Creation & implementation
of equipment evaluation
standards
Select PM equipment
Understand current situation
Set Maintenance Goals
Equipment Control Ledger
Evaluation chart for ranking
equipment
Equipment Maintenance Record
MTBF & MTTR
Process Capability Sheet
Check sheet for equipment current
status
Copyright © 2010 Jindal Steel & Power Ltd.
MTBF & MTTR
MTBF – Mean Time Between Failures
Total time-Total Down Time Due To Break Downs
Number of breakdowns
As we do TPM, this should increase. Higher the value of
MTBF, Better is the health of Machine
MTTR – Mean Time To Repair
Total Down Time Due To Break Downs
Total Number Of Breakdowns
This should decrease with implementation of TPM. Lower is
The value of MTTR ,Better are the maintenances practices
/systems.
Copyright © 2010 Jindal Steel & Power Ltd.
Sample Master Plan 02-03
Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
08-0907-0803-04 04-05
6 Evaluation of
planned
maintenance
system
Evaluation of planned maintenance
system
Preparation of periodic maintenance
check sheets
5 Build a
predictive
maintenance
system
Introduction of predictive maintenance
equipments and their working
2 Restore
deterioration
and correct
weakness
3
Preparation of predictive maintenance
check sheets
Development of equipment budget
management system
Build an
information
management
system
Development of failure data
management system
Development of equipment
maintenance management system
4 Build a
periodic
maintenance
systemImprovement of shutdown mainteneace
efficiency
Selection of equipments for condition
monitoring
Evaluation of reliability and
maintainability
Enhancement of equipment life by
correcting weakness
06-07Activities
Setting of maintenance goals
05-06
Preparation of predictive maintenance
calender and execution
Preparation of periodic maintenance
calender and execution
Sr.
NO1
Prioritisation of machines
Understand situation ( no of failures
,cost , skill level)
Evaluation of overall cost reduction
Evaluate
equipment and
understand
current
situation
Prepare or update equipment logs.
Establlish basic conditions and reverse
deterioration
countermeasures against forced
deterioration.
countermeasures against repeat and
major failures.
Copyright © 2010 Jindal Steel & Power Ltd.
Step 2- Restore Deterioration &
Correct Weakness
Restore Deterioration &
Establish basic Conditions
Eliminate Environment
Causing Forced Deterioration
Horizontal Replication of the
activities on similar failure areas
Correct Weakness &
enhance equipment Life (FMEA)
Clearly forecast problems
Copyright © 2010 Jindal Steel & Power Ltd.
Why Why Analysis Example
WHY - WHY ANALYSIS SHEET ...-' .-'..,
Example - 1
Cylinder does not operate smoothly
Question Answer
What is your final action? Cleaning strainer
After cleaning strainer, is it OK Yes
ANSWER ACTION WHY
-
Why djd you clean Strainer was clogged Clean strainer
strainer
Why strainer was Oil was dirty Drain oil & clean the tank.
clogged -
Why oil was dirty Dirt entered the tank Prevent scattering of chips & cutting
fluid
Why does dirt get in Upper plate of tank has hole and Plug hole and gap \
gap
Why was hole made Repair error during maintenance Standardise repairs .-
'- work ./
,
Copyright © 2010 Jindal Steel & Power Ltd.
MP Information Sheet
Copyright © 2010 Jindal Steel & Power Ltd.
Step 3- Build an Information
Management System Build a Breakdown Data Management
System
Build Equipment Maintenance
Control System
Build Equipment Budget Control
System
Spare Parts Management
System
Drawing & Documents Management
Breakdown Data Management
System Flow Chart
Equipment Maintenance Management
System Flow Chart
Equipment Maintenance Report
Actual Maintenance Work Schedule Chart
Spares Part Management System Flow
Chart
Inventory List
Actual Usage of Spares Part Record
Equipment Inspection Schedule
•Equipment History Control System
•Maintenance Management
•Inspection Plan
Copyright © 2010 Jindal Steel & Power Ltd.
Example of Maintenance Record
Copyright © 2010 Jindal Steel & Power Ltd.
VED (Vital, Essential or Desirable )
Analysis For Spare Parts
Characteristics
Value Score
High (H) Medium (M) Low (L)
Stock Out
Situation
High
Reinstatement
Time (15 Points)
Moderate
Reinstatement
Time (10 Points)
Low
Reinstatement
Time (5 Points)
Procurement
Lead Time
A year or more
(15 Points)
6 Months to 12
months (10
Points)
Less than six
months (5 points)
Type of item
Drawing based
developed item(15
Points)
Standard item
but availability
uncertain (10
points)
Standard item &
availability certain
(5 Points)
Copyright © 2010 Jindal Steel & Power Ltd.
VED Analysis for Spare Parts
Spare part is considered
Vital When the summation of
points is >/= 40 Must be available –
Insurance Item
Essential When the summation of
points is >/= 25 < 40
Stock maintained
through ordering
level
Desirable When the summation of
points is < 25
Stock nil , to be
procured based on
CBM reports.
Copyright © 2010 Jindal Steel & Power Ltd.
Step4 – Build a Periodic
Maintenance System
Periodic Maintenance Preparation Activity
Build Periodic Maintenance Work
System Flow
Maintenance Plan
Preparation Of Standard Documents
Performance of periodical maintenance
& Strengthening the Control Over Contractors Work
Equipment & Area Selection
Copyright © 2010 Jindal Steel & Power Ltd.
Step 5 – Build a Predictive
Maintenance System Introducing Equipment Diagnostic
Technology
Prepare Predictive Maintenance
Work System Flow
Practical Training on Predictive
Maintenance (OJT- Checking &
Trend analysis)
Developing Diagnostic Devices &
Diagnostic Technology
Selection of Equipment & Locations
Targeted for Predictive Maintenance
Copyright © 2010 Jindal Steel & Power Ltd.
Step 6 – Evaluation of Planned
Maintenance System Evaluate Planned Maintenance System
Evaluation of Reliability
Improvement
Evaluation of Cost Reduction
Consolidate Planned Maintenance
Improvement on Condition Based Maintenance
Evaluation of Maintainability Improvement
Establishment & Improvement of Maintenance system
Copyright © 2010 Jindal Steel & Power Ltd.
Role of PM Pillar Committee
• Benchmark ,target setting & Master plan of pillar • Train JISHU HOZEN on how to find an abnormality. • Facilitation for Preparation of JH Step 4 Manual for JH Teams • Guide JH team in preparation of CLIT sheets. • Preparation and implementation of TBM/CBM calendar. • Calculate MTBF, MTTR for the Section • Ensure Quality of Root Cause Analysis of Breakdowns • Monitoring Maintenance cost & its Details with respect to target • Documentation of OPL's, PM Kaizens in proper formats • Horizontal deployment of KAIZENS. • Standardization of maintenance practices across the plant • Facilitation for PM Pillar Meetings & review of PM Pillar
periodically
Copyright © 2010 Jindal Steel & Power Ltd.
Kaizens
Copyright © 2010 Jindal Steel & Power Ltd. 81
OPL (One Point Lesson)
Copyright © 2010 Jindal Steel & Power Ltd. 82
Result
The tangible benefits are the following:
Maintenance resources are optimized.
Revised operating procedures for the operators of the
assets.
The emphasis on condition monitoring tasks ensures that
potential failures are highlighted before they become
functional failures.
Improvement in operating performance which is
enhancement of OEE.
Copyright © 2010 Jindal Steel & Power Ltd. 83
Result
Copyright © 2010 Jindal Steel & Power Ltd. 84
Result
Total Maintenance Cost of HEMM
381.85
338.50
152.22
58.79
120.00
0.00
100.00
200.00
300.00
400.00
2008-09(Benchmark)
2009-10 2010-11 2011-12 (UptoAug'11)
Target (2011-12)
Rs.
(in
Lakhs)
Total Maintenance Cost
2008-09 (Benchmark) 2009-10 2010-11 2011-12 (Upto Aug'11) Target (2011-12)
Copyright © 2010 Jindal Steel & Power Ltd. 85
Result
Category Wise Maintenance Cost
126.52
109.56
83.85
26.84
105.14
114.03
50.01
16.86
113.47
83.53
14.43 11.67
36.73 31.38
3.93 3.41
0.00
20.00
40.00
60.00
80.00
100.00
120.00
140.00
2008-09 2009-10 2010-11 2011-12
Rs.
(in
Lakhs)
Dumpers Excavators Loaders Drill M/C
Copyright © 2010 Jindal Steel & Power Ltd. 86
SL. NO. PERFORMANCE INDICATOR UNIT OF
MEASUREMENT BENCH MARK
(2008-09) ACTUAL
(2009-10) ACTUAL
(2010-11) ACTAUL(2011-12)
TARGET (2011-12)
1 M.T.T.R HRS./MONTH 5 6.59 4.47 6.26 2
2 M.T.B.F HRS./MONTH 423 484.3 620.63 633.54 600
3 COST/MT RS./MT 8.65 7.79 5.25 5.16 5
4 COST/RH Rs./Hr 607.25 587.14 487.51 469.74 450
Result
Performance of Dumpers
Copyright © 2010 Jindal Steel & Power Ltd. 87
Result
Maintenance Cost of Dumpers
79.38
53.44
69.63
18.20
10.27
3.22 1.24
0.37
19.57 18.91
5.48 2.27
17.29
33.99
7.50 6.00
0 0 0 0.004 0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
80.00
90.00
2008-09 2009-10 2010-11 2011-12
Rs.
(in
Lakhs)
Spare Parts Lube Oil Losses Preventive(Oil+ Filter) Tyre Electrode
Copyright © 2010 Jindal Steel & Power Ltd. 88
Result
Performance of Dumpers
5
6.59
4.47
6.26
4
0
1
2
3
4
5
6
7
Hours
/Month
MTTR
2008-09(Benchmark) 2009-10
2010-11 2011-12(Upto August)
Target (2011-12)
423 484.3
620.63 633.54 600
0
100
200
300
400
500
600
700
Hours
/Month
MTBF
2008-09(Benchmark) 2009-10
2010-11 2011-12(Upto August)
Target (2011-12)
Copyright © 2010 Jindal Steel & Power Ltd. 89
Result
Performance of Dumpers
8.65 7.79
5.25 5.16 5
0123456789
10
Rs.
/MT
Cost/MT
2008-09(Benchmark) 2009-10
2010-11 2011-12(Upto August)
Target (2011-12)
607.25 587.14
487.51 469.74 450
0
100
200
300
400
500
600
700
Rs.
/Hr.
Cost/Hr
2008-09(Benchmark) 2009-10
2010-11 2011-12(Upto August)
Target (2011-12)
Copyright © 2010 Jindal Steel & Power Ltd. 90
Result
The intangible benefits are the
following:
In the process, participants learn
a great deal about how the assets
work.
They tend to function better as a
team.
Employees moral increased.
Improving productivity & cost reduction for open-pit mining through an effective safety program
Copyright © 2010 Jindal Steel & Power Ltd. 92
Dealing with fatigue for load & haul operations- How do you create an effective fatigue management plan
Copyright © 2010 Jindal Steel & Power Ltd. 94
Fatigue
It’s a physical condition that can result when an individual’s
physical or mental limits are reached.
This can happen due to:
i) Physical exertion
ii) Mental exertion
iii) Inadequate or disturbed sleep.
Managing fatigue is one of the components of overall
approach to fitness for work. The other include the
management of alcohol and other drugs and management
of medical conditions.
Fatigue is a recognized potential safety and health risk
factor and need to be managed and controlled.
It affects the physical level and social life.
Copyright © 2010 Jindal Steel & Power Ltd. 95
Fatigue
It affects everyone, even the most professional and dedicated
people.
It is more than just a general feeling of tiredness
It is a loss of our ability to remain vigilant, to perform a given
task, to think clearly and logically and to react appropriately.
When we are tired we are more prone to mistakes
Fatigue is a significant concern for safety at work.
Copyright © 2010 Jindal Steel & Power Ltd. 96
The Body Clock
The body clock (Circadian Rhythms) which repeats
approximately every 25hours, reflects various human functions
including body temperature variation, hormone production level
and natural period of sleep and wakefulness.
Copyright © 2010 Jindal Steel & Power Ltd. 97
Shift work
Presently every 5th worker’s duty hour falls outside the
traditional 3-5 work day.
Shift workers and people who work long hours in nights or
irregular shifts, face different challenges than day work.
Shift work affects:
i)Alertness (develop fatigue)
ii)Sleep
iii)Health
iv)Family and social life
Copyright © 2010 Jindal Steel & Power Ltd. 98
Alertness
Human alertness has a daily rhythm.
High during daytime.
Low during night time.
Typically we have two peaks and two valleys of alertness
each day.
High alertness
Moderate alertness
Low alertness
Copyright © 2010 Jindal Steel & Power Ltd. 99
Fatigue Cycle & Consequences
Shift work Break in Circadian rhythm Fatigue
Micro sleep & ABS Mistakes
Loss/injury/
deterioration
of health
Potential situation
for accident/incident
It is a brief,
involuntary, lapse into
sleep that can last 2
to 15 sec.
Typical symptoms:-
Heavy eyelids
Slow blink rate
Interruption in
thought and behavior.
Unable to respond to
changing condition
A rate of reduced
alertness
Typical symptoms:-
Brain is on auto pilot
while both eyes are
open but are fixed in
blank stare.
Can perform purely
routine tasks
Unable to respond to
changing conditions
Copyright © 2010 Jindal Steel & Power Ltd. 100
Sign of Fatigue
Sleepiness/difficulty in keeping eyes open.
Excessive yawning
Blurred vision/loss of focus
Irritability
Becoming quite and more withdrawn
Inability to concentrate
Inability to remember what you did in last 5minutes
Lack of motivation to do the task well.
Copyright © 2010 Jindal Steel & Power Ltd. 101
Long Term Effect of Fatigue
On Health:-
Gas/ intestinal disorder
Cardiovascular disease
On social & family life:-
Less time available for social get together.
Separation with family- pressure in relationship.
Copyright © 2010 Jindal Steel & Power Ltd. 102
Evolution of Fatigue Risk
Management system
Key Characteristics:-
a) Science based: Supported by established peer-reviewed science.
b) Data Driven: Decision based on data collection.
c) Cooperative: Designed together by all stake holders.
d) Fully Implemented: System wide use of tools, systems, policies,
procedures.
e) Built into the corporate safety & health management systems.
f) Continuously Improved: Progressively reducing risk using
feedback, evaluation and modification.
Budgeted: Justified by an accurate ROI business case.
Owned: Responsibility accepted by senior corporate leadership.
Copyright © 2010 Jindal Steel & Power Ltd. 103
The rise and limits of Hours of Service Regulation
•Industrialization and 24/7 work schedules following Edition’s
commercialization of electric light, in 1882, the fatigue caused
by working long hours around the clock become a social
issue.
•In 1900, work hour regulation and laws, and the concept of
hours of service regulation emerged.
•Regulatory limits on work/duty duration and minimum of off
duty time duration witnessed in mid 20th century.
•Indian Mines Act limits on working hrs and off days
1.
2. FROM MINES RULE
3.
• In essence, concept of hours of service regulation
resulted in prescriptive model.
Copyright © 2010 Jindal Steel & Power Ltd. 104
Assumption of the model
Most of the risk fatigue could be addressed by simply
placing limits on the number of hours worked in a specified
time period and providing for a minimum numbers of hours of
rest
The time of day or night of work, or the 24 hour clock time of
work and rest pattern over a period of days, were not part of
the equation.
Resultant: It was simply seen as compliance as the measure
of success rather than any output variables (such as fatigue
levels, fatigue related accidents)
Copyright © 2010 Jindal Steel & Power Ltd. 105
Development of scientific concept of FRMS
Research work conducted in 1970’s electrophysiology of
sleep and biological clock resulted in interesting finding on
determinant of sleep
1. Homeostatic component related to the time spent
awake and accumulated sleep-deprivation.
2. Circadian component related to time of day of the
individual’s biological clock
In 1980’s it became apparent that underlying assumption
of hours of service regulation were severely flawed.
Copyright © 2010 Jindal Steel & Power Ltd. 106
Conclusion of research
Employee could be fully complaint with hours of service
but highly fatigued.
Conversely could be non compliant and fully alert and
safe.
Most significant factors influencing employee fatigue were
not addressed.
Circadian times of work
Sleep opportunity
Consecutive numbers of hours awake
Copyright © 2010 Jindal Steel & Power Ltd. 107
Industrial application of Circadian Sleep Science
Preslon Richey, Production Manager,Great Salt Lake Minerals and
Chemical Company, 1980, Ugden, Utah.
I. Round the clock working
• Harvesting of salt from solar evaporation ponds
II. Loading by wheel loader and transporting through trucks 24X7
III. 100’s of worker facing sleep disorder
Solution: Bio-compliable shift scheduling clubbed with tracing program on -
I. Sleep
II. Food habits
III. Health checkups
Results:-
Productivity increase by 22 %
Alert workforce became more efficient.
Sustained productivity years after year verifying that it was not a
“Hawthorne effect”
Copyright © 2010 Jindal Steel & Power Ltd. 108
Key causes and intervention for assuring
optimal operator alertness
Assuring optimal operator alertness
Management restructuring
Management attitude &
culture Training & communication
Operator attitude
Hiring & qualifying
Staffing
Overtime policy & practices
Operator physiological
state Shift
Schedule
Increased alertness promoting factors &
procedures
Plant Environment
Review & restructure
work responsibility
Work load
Corrective action
procedure
Operator behavior
Copyright © 2010 Jindal Steel & Power Ltd. 109
Circadian Alertness Simulator (CAS)
Fatigue Risk Model – CAS
Inputs
Duty hours
Rest hours
Shift schedule
Output
Sleep prediction when actual sleep is
unknown
Fatigue Risk Score
1. From 0 – 100
2. Minimum – High risk
Distribution of CAS
fatigue risk scores
Copyright © 2010 Jindal Steel & Power Ltd. 110
Risk-Informed performance-based Fatigue
Management
Typically road truck driver will be having a fatigue score of 40
~ 45; as the score rises, accident risk increases exponentially.
FRMS must be designed and maintained as a continuous
improvement system, not merely as a reaction to a crisis.
Actual Duty-Rest Schedule
CAS Fatigue
Risk Model
Manager &
Employee
Feedback
Loop
Copyright © 2010 Jindal Steel & Power Ltd. 111
Integration with Safety Management System
As described in Reason’s 1990 book
Human Error, most industrial accidents
are the result of multiple latent points
of system failure and not just the
immediately obvious active error of the
human at the controls.
Every level of organizational
defense against potential hazards
has holes in it.
Accident occurs when the holes
line up that a pathway.
These slices of cheese, which
Reason calls “defenses in depth,”
operate at different levels of
control.
Summarized as
i. Organizational Factors
ii. Local Workplace Factors
iii. Unsafe Acts
Copyright © 2010 Jindal Steel & Power Ltd. 112
Fatigue Root Cause Analysis
The five major lines of defense used in designing and implementing a Fatigue
Risk Management System and the feedback loop which analyses fatigue-
related errors & incidents and strengthens defenses to ensure the FRMS is
risk-informed, performance-based, and continuously improved.
Copyright © 2010 Jindal Steel & Power Ltd. 113
Best Practices in FRMS Implementation
1. Workload-staffing balance
2. Shift or duty-rest scheduling
3. Employee fatigue training & sleep disorder management
4. Workplace environment design Key factors:
• Intensity and wavelength of lighting
• Sound levels, temperature and humidity
5. Alertness monitoring & fitness for duty
Copyright © 2010 Jindal Steel & Power Ltd. 114
Combating Fatigue
There are tools that can help you combat fatigue.
Caffeine can increase alertness and performance. It
works quickly and the effect last at least for two- three
hours.
Taking a walk during your break.
Listening to Radio- Music.
Talking with your co-workers may help maintain your
alertness as well.
Copyright © 2010 Jindal Steel & Power Ltd. 115
Stages of Sleep
Sleep is essential to good health and performance. It restores
energy and enables the body to repair itself, helps the immune
system operate at its best to ward off illness, and plays an
important role in our mental well being and memory retention.
Sleep can be divided into 5 stages.
Stage 1 and 2 are light sleep, while Stage 3 and 4 are deep
physical restorative sleep. Deep sleep is when our hormones are
released to restore our bodies. REM Sleep, which stands for
Rapid Eye Movement, is the time when we dream. REM Sleep is
very important to our well being and our ability to learn.
A complete sleep cycle , consisting of light, deep and REM sleep,
last approx. 90 minutes. During a good night’s sleep, we will
complete 4 to 5 of these 90 minutes sleep cycles.
Sleep graph
Copyright © 2010 Jindal Steel & Power Ltd. 116
Day Time Sleep
• Typically shorter
• Lower quality
• Takes longer to fall asleep
• We wake more often
• Can be disrupted more easily by light and noise
• It is out of synch with our bodies’ natural rhythms, it has
less deep and REM Sleep, as a result less restorative.
• This means we may still feel fatigued despite having slept
for 5 to 6 hrs.
Copyright © 2010 Jindal Steel & Power Ltd. 117
Getting Better Sleep
A) Environmental Factors
Light: As dark as possible
Noise: Avoid loud, intermittent or irritating noises,
develop soft soothing noise, “White Noise”.
Temperature and ventilation: 20-23 Degree Celsius
in Tropical Environment. 15-18 Degree Celsius in
Cold Environment
Copyright © 2010 Jindal Steel & Power Ltd. 118
Getting Better Sleep
B) Substances and medication
Caffeine: This stimulus increases alertness and energy levels, but
as a result can also disrupt sleep and REM Sleep. Heavy Caffeine
users often have less deep and REM sleep. So their sleep is of
poor quality and is fragmented by frequent awakenings. Excessive
Caffeine can also cause severe gastrointestinal problems, which
compounds sleep problems.
Alcohol: It may help us fall asleep, but alcohol actually makes
sleep less restful and restorative because it reduces the amount of
REM sleep and increases the amount of light sleep and
awakenings.
Sleeping Pills: While they may be useful for treating insomnia,
sleeping pills are not a long term solution. Please consult you
doctor if you want to try sleeping pills. NEVER MIX SLEEPING
PILLS WITH ALCOHAL
Copyright © 2010 Jindal Steel & Power Ltd. 119
Getting Better Sleep
Non-Prescription Sleeping Aids: These sleeping aids such
as allergy medicine, may useful for occasional difficulties, but
SHOULD NOT BE USED EVERYDAY AS PART YOUR SLEEP PLAN.
C) Additional Tips A number of natural substances exist that may help you fall
asleep:
i) Milk
ii) Decaffeinated herbal teas such as chamomile, and herbs
like kava, valerian, tulsi.
iii) Follow strict bedtime routine. By doing things on regular
basis our bodies become trained to follow specific series
of events.
Copyright © 2010 Jindal Steel & Power Ltd. 120
Sleep Management
The first two night shifts are usually the most difficult.
Therefore , start adjusting to these night shift in the last
couple of days off. Try going to bed later at night ( at about
2:00 a.m.) and rising later in the morning ( around 10:00 a.m.)
Once you are in the middle of the streach of night shifts, wear
dark sunglasses on your commute home to avoid sunlight, try
and go to bed as soon as possible after your shift.
Eat a light breakfast before sleeping so don’t wake up in the
middle of sleep due to hunger.
Try to get at least five hours of sleep after the shift and
Take a nap just before going to work.
Copyright © 2010 Jindal Steel & Power Ltd. 121
Managing Health
If you fail to properly manage your life style , working irregular
hours can pose a risk to your health. Shift workers are more likely
than daytime workers to smoke, drink too much coffee and
experience stress. These are all risk factors for heart disease, high
blood pressure and gastrointestinal problems.
Stress : Caused by
– Adopting working nights
– Disruption of body rhythms
– Balancing family and social activities
Stress can be reduced by
– Exercising
– Avoiding excessive amount of toxins and stimulants, such as
alcohol and coffee
– Slowing down the extra activities
Copyright © 2010 Jindal Steel & Power Ltd. 122
Managing Health
Diet
Most of the gastrointestinal problems that shift workers
experience are result of eating wrong food at wrong time. At
night, the stomach does not expect to digest food. And
therefore, its digestive capabilities are reduced. This can result
in heartburn , stomach upset and ulcers.
Avoid taking fatty , red meats and high fat foods such as
potato, dairy products, spices food, excessive coffee or tomato
juice in night shift
Copyright © 2010 Jindal Steel & Power Ltd. 123
Health Foods
Eat small portions of healthier foods such as,
Complex Carbohydrates:
•Whole grain bread/ Roti, and breakfast cereal like cornflakes
and oatmeal
•Fruits and Vegetables
Low fat proteins:
•Lean meat skin less chicken and fish
•Soybeans, tofu and beans
•Skim low fat milk or cheese product
Copyright © 2010 Jindal Steel & Power Ltd. 124
Exercise
• Exercise can have tremendous health benefits.
• Most of the advantage comes from temporarily elevating your
heart rate for 20-30 minutes several times a week.
However,
• Complete fitness is a balance between cardiovascular fitness,
flexibility and strength.
• It improves physical fitness, energy and self esteem while
reducing stress.
• In addition, exercise helps you asleep faster and sleep longer,
and it improves sleep quality.
Copyright © 2010 Jindal Steel & Power Ltd. 125
Conclusion
Recent general acceptance of FRMS as the standard for
managing and mitigating employee. Fatigue risk represents a
significant maturation in understanding of and response to this
risk.
There is much work to be done in moving from dependence
on the old and familiar perspective hours of service rules to a
process that requires active management but also provides
more flexibility.
Copyright © 2010 Jindal Steel & Power Ltd. 126
10 Messages to Motivate Sleep
1) Sleep keeps your heart healthy
2) Sleep may prevent cancer
3) Sleep reduces stress
4) Sleep reduces inflammation
5) Sleep makes you more alert
6) Sleep bolsters your memory
7) Sleep may help you lose weight
8) Naps make you smarter
9) Sleep may reduce your risk for depression
10) Sleep helps the body make repairs
Haul truck safety & productivity- Wide ranging approach to vehicle safety
Copyright © 2010 Jindal Steel & Power Ltd. 128
Fatalities Scenario
85
15
Fatalities in Surface Mines
Other fatalities
Haul truck fatalities
60
40
Factors in haul truck accidents
Mechanical problem + Lack oftraining
PPEs misuse + Road berm problem +Lack of communication + Fatigue
Copyright © 2010 Jindal Steel & Power Ltd. 129
Haul truck safety equipments
AUDIO VISUAL
ALARM
BLIND SPOT
MIRROR
REAR VIEW MIRROR
AUTOMATIC FIRE
SUPPRESSION SYSTEM
WHEEL STOPPER
REAR VISION CAMERA WITH CABIN
SCREEN
TURBO CHARGER GUARD
Copyright © 2010 Jindal Steel & Power Ltd. 130
Haul truck safety equipments
TAIL END GATE
AIR CONDITIONER
HAND FREE WIRELESS SYSTEM
Traffic circle
CONVEX MIRROR & SOLAR DELINEATOR
Promoting safe load & haul operations among all stakeholders
Copyright © 2010 Jindal Steel & Power Ltd. 132
Who are the stake holders of mines
Employees
Contractors
Families
Management
Community
Share holders
Competitors
Government/statutory bodies
Suppliers
Participating & propagating safe load & haul operations through:
Vocational training
On-site training
OEM training program
SHE pillar activities
Departmental daily meeting
Health awareness program
Safety indicators indices
Inclusion of indicators in bottom line
Safe operating procedure (SOP)
Work instruction
Safety reporting
Safety audits
Safety rewards & recognition
Vocational training
On-site training
OEM training program
SHE pillar activities
Departmental daily meeting
Health awareness program
Safety rewards & recognition
Safety reporting
Safety audits
Club activities
SHE pillar activities
Health awareness
program
Club meeting
SHE pillar meeting
Safety budget
CSR activities
Health awareness camps
Educating community
Awareness programs
regarding potential hazards
& risks in mining practices
Developing safety budget
Company magazine
Rewards & recognition to
company for safe operations
Seminars & conferences
CSR
Tripartite safety committees
Certificates like ISO
Policies like TPM
Annual safety
week
MEMC week
Safety
competitions
Safety dramas
Safety posters
Safety slogans
Safety films
Magazines
Copyright © 2010 Jindal Steel & Power Ltd. 133
Result
The tangible benefits are the following:
Maintenance resources are optimized.
Revised operating procedures for the operators of the
assets.
The emphasis on condition monitoring tasks ensures that
potential failures are highlighted before they become
functional failures.
Improvement in operating performance which is
enhancement of OEE.
Copyright © 2010 Jindal Steel & Power Ltd. 134
Result
Copyright © 2010 Jindal Steel & Power Ltd. 135
Result
Total Maintenance Cost of HEMM
381.85
338.50
152.22
58.79
120.00
0.00
100.00
200.00
300.00
400.00
2008-09(Benchmark)
2009-10 2010-11 2011-12 (UptoAug'11)
Target (2011-12)
Rs.
(in
Lakhs)
Total Maintenance Cost
2008-09 (Benchmark) 2009-10 2010-11 2011-12 (Upto Aug'11) Target (2011-12)
Copyright © 2010 Jindal Steel & Power Ltd. 136
Result
Category Wise Maintenance Cost
126.52
109.56
83.85
26.84
105.14
114.03
50.01
16.86
113.47
83.53
14.43 11.67
36.73 31.38
3.93 3.41
0.00
20.00
40.00
60.00
80.00
100.00
120.00
140.00
2008-09 2009-10 2010-11 2011-12
Rs.
(in
Lakhs)
Dumpers Excavators Loaders Drill M/C
Copyright © 2010 Jindal Steel & Power Ltd. 137
SL. NO. PERFORMANCE INDICATOR UNIT OF
MEASUREMENT BENCH MARK
(2008-09) ACTUAL
(2009-10) ACTUAL
(2010-11) ACTAUL(2011-12)
TARGET (2011-12)
1 M.T.T.R HRS./MONTH 5 6.59 4.47 6.26 2
2 M.T.B.F HRS./MONTH 423 484.3 620.63 633.54 600
3 COST/MT RS./MT 8.65 7.79 5.25 5.16 5
4 COST/RH Rs./Hr 607.25 587.14 487.51 469.74 450
Result
Performance of Dumpers
Copyright © 2010 Jindal Steel & Power Ltd. 138
Result
Maintenance Cost of Dumpers
79.38
53.44
69.63
18.20
10.27
3.22 1.24
0.37
19.57 18.91
5.48 2.27
17.29
33.99
7.50 6.00
0 0 0 0.004 0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
80.00
90.00
2008-09 2009-10 2010-11 2011-12
Rs.
(in
Lakhs)
Spare Parts Lube Oil Losses Preventive(Oil+ Filter) Tyre Electrode
Copyright © 2010 Jindal Steel & Power Ltd. 139
Result
Performance of Dumpers
5
6.59
4.47
6.26
4
0
1
2
3
4
5
6
7
Hours
/Month
MTTR
2008-09(Benchmark) 2009-10
2010-11 2011-12(Upto August)
Target (2011-12)
423 484.3
620.63 633.54 600
0
100
200
300
400
500
600
700
Hours
/Month
MTBF
2008-09(Benchmark) 2009-10
2010-11 2011-12(Upto August)
Target (2011-12)
Copyright © 2010 Jindal Steel & Power Ltd. 140
Result
Performance of Dumpers
8.65 7.79
5.25 5.16 5
0123456789
10
Rs.
/MT
Cost/MT
2008-09(Benchmark) 2009-10
2010-11 2011-12(Upto August)
Target (2011-12)
607.25 587.14
487.51 469.74 450
0
100
200
300
400
500
600
700
Rs.
/Hr.
Cost/Hr
2008-09(Benchmark) 2009-10
2010-11 2011-12(Upto August)
Target (2011-12)
Copyright © 2010 Jindal Steel & Power Ltd. 141
Result
The intangible benefits are the
following:
In the process, participants learn
a great deal about how the assets
work.
They tend to function better as a
team.
Employees moral increased.
Copyright © 2010 Jindal Steel & Power Ltd. 142
What finally we achieved
Greater safety and
environment integrity
Improved operation
performance (output, availability,
utilization, OEE, product quality,
customer service)
Greater maintenance cost
effectiveness
Longer useful life of expensive
equipments
A comprehensive database
Greater motivation of
individuals
Better teamwork. Strength of HEMM
Mines Top View
Copyright © 2010 Jindal Steel & Power Ltd.
Thank you
Copyright © 2010 Jindal Steel & Power Ltd. 144
Abbreviations Used MTBF: Mean Time Between Failure
MTTR: Mean Time To Repair
CM: Condition Monitoring
CBM: Condition Based Monitoring
OEE: Overall Equipment Effectiveness
PE: Production Efficiency
R(t): Reliability of a system
exp: exponential
DOFR: Design Out For Repair
RCM: Reliability Centered Maintenance
KPI’s: Key Performance Indicators
SSCs: Structures, Systems & Components
PM: Preventive Maintenance
SRCM: Streamlined Reliability Centered
Maintenance
PdM: Predictive Maintenance
CMMS: Computerized Maintenance Management
System
FMEA: Failure Mode Equipment Analysis
RPN: Risk Priority Number
FTA: Failure Tree Analysis
TPM: Total Productive Maintenance
VED: Vital, Essential & Desirable
HEMM: Heavy Earth Moving Machinery
CSR: Corporate Social Responsibility
LCC: Life Cycle Costing
JH: Jishu Hozen
PM Pillar: Planned Maintenance Pillar
SHE Pillar: Safety Health & Environment Pillar
CLIT: Cleaning Lubricating Inspecting Tightening
OPL: One Point Lesson
MIS: Management Information System
ABS: Aberrant Behavior Syndrome
ROI: Return On Investment
CAS: Circadian Alertness Simulator
FRMS: Fatigue Risk Management System
PPEs: Personal Protective Equipments
SOP: Standard Operating Procedure
OEM: Overall Equipment Manufacturer
ISO: International Organization for Standardization
MEMC: Mine Environment & Mineral Conservation
Ltrs: Litres
FY: Financial Year
RH: Running Hour
Hr.: Hour
Rs.: Rupees
MT: Metric Ton
No.: Number
B/D: Breakdown
Sl.No.: Serial Number