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7/24/2019 Productivity Improvement On Development
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Productivity Improvement onProductivity Improvement onDevelopmentDevelopment
Kevin Whipkey, Norwest CorporationKevin Whipkey, Norwest CorporationThe Rocky Mountain Coal Mining InstituteThe Rocky Mountain Coal Mining Institute
101101stst
Convention & Annual MeetingConvention & Annual Meeting
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How is ImprovementHow is ImprovementBeing Achieved?Being Achieved?
Section EquipmentMine Layout/ProjectionsWork ScheduleMaintenanceManagement
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Section EquipmentSection Equipment
Full-face CM/roof bolting machinesIn-place mining vs. place-change mining
Adequate numbers of equipmentHaulage carsRoof bolters
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Joy 14CM15 Miner/Bolter Joy 14CM15 Miner/Bolter
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VoestVoest -- Alpine ABM 14 Miner/Bolter Alpine ABM 14 Miner/Bolter
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Typical Cut SequencesTypical Cut Sequences
** FullFull --facefaceCM/bolter CM/bolter
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Adequate Numbers of Adequate Numbers ofEquipmentEquipment
Haulage carsOptimize for particular section set-up
Roof boltersTypically 2 machines to minimizewait-on-bolter time
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Mine Layout/ProjectionsMine Layout/Projections
Number of Entries
Pillar Sizing
Ratio: Total Development/Panel Length
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NumberNumberofof
EntriesEntries
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Number of EntriesNumber of Entries
Three-entry gate developmentMost common
Two-entry gate development
Safety considerationsWestern U.S.
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PillarPillarSizingSizing
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Pillar SizingPillar Sizing
Increase pillar lengthImproves roof controlReduces cross-cuts
Restricted by regulations (ventilation)Point of diminishing return
Safety is determining factor Adequate roof & rib control
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Ratio of Gate Entry DevelopmentRatio of Gate Entry Development(total linear feet) to Panel Length(total linear feet) to Panel Length
(feet)(feet)
Ratio of 4 or less is optimal
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Work ScheduleWork Schedule
Alternative schedule
Traditional schedule
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Weekend Warrior 7Weekend Warrior 7 --Day WorkDay WorkScheduleSchedule
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Alternative Schedule Alternative Schedule -- ProsPros
Increase utilization of capitalinvestment
Reduce number of hours worked byeach employee (theoretical)
Improve attitude of workforce
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Alternative Schedule Alternative Schedule -- ConsCons
Requires additional manpower
Mixed resultsProduction
Overtime hoursCost
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Idle/Preparation ShiftsIdle/Preparation Shifts
Belt and power advancementscompleted within allocated time frame
Production equipment serviced andready for operation
Time to first coal is critical
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Example of Schedule ChangeExample of Schedule ChangeSend in a few personnel just prior to shiftstarting time to perform requiredregulatory checks on section &
equipmentImprovement of 15 to 30 minutes for timeto dump 1 st car
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MaintenanceMaintenance
Preventive Maintenance
Predictive Maintenance
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Preventive MaintenancePreventive Maintenance
Enhanced by computer softwarepackages
Reduce unscheduled downtimeConsistent servicing
Component replacement prior to failureImprove availability
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Predictive MaintenancePredictive Maintenance
Increased emphasis as technologyhas become more accurate, practical,and affordable
Predictive maintenance engineers
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Examples of Predictive MaintenanceExamples of Predictive Maintenance
ApplicationsElectrical motors
Conveyor beltsystems
TypeVibration
analysisThermographyNon-destructivetesting
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FLIR Systems Infrared CameraFLIR Systems Infrared Camera
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ManagementManagement
Emphasis on CM development
Back to basics
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Average Delivered Price of Total Average Delivered Price of Total
U.S. Coal ProductionU.S. Coal Production
0
10
2030
40
50
60
$/Ton
1980 1985 1990 1995 2000
Year
Bituminous
All Coal Types
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Management ItemsManagement ItemsCoordinatorsMine modeling
AccountabilityIndustrial engineeringProblem solving
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CoordinatorsCoordinators
Longwall coordinators
CM coordinators
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CM Coordinator OrganizationCM Coordinator Organization
ChartChart
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Mine ModelingMine Modeling
Improved forecasting of CMdevelopment
Allows What if analysis
Future timing problems identifiedearly
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TT
IIMM
IINN
GG
MM A APP
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Accountability Accountability
Stressed at all levels, from equipmentoperator to upper management
Projected and actual performancedata for safety, cost, and productivitynow being shared
Production Crew A Production Crew B Production Crew C Production Crew D Preparation Crew
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June Target Actual Diff. Target Actual Diff. Target Actual Diff. Target Actual Diff. Target Actual Diff.1 150 100 (50) 150 165 15 15 10 5
2 150 155 5 150 160 10 15 15 03 180 200 20 180 180 0 15 25 (10)4 180 175 (5) 180 190 105 150 145 (5) 150 155 56 150 160 10 150 170 20 15 20 (5)7 150 165 15 150 175 25 15 5 108 150 140 (10) 150 110 (40) 15 10 59 150 150 0 150 145 (5) 15 10 5
10 180 180 0 180 165 (15) 15 20 (5)11 180 185 5 180 175 (5)12 150 135 (15) 150 140 (10)13 150 125 (25) 150 150 0 15 30 (15)14 150 145 (5) 150 150 0 15 10 515 150 170 20 150 160 10 15 15 016 150 155 5 150 135 (15) 15 5 10
17 180 185 5 180 205 25 15 15 018 180 185 5 180 190 1019 150 140 (10) 150 150 020 150 90 (60) 150 180 30 15 20 (5)21 150 165 15 150 120 (30) 15 15 022 150 170 20 150 140 (10) 15 15 023 150 150 0 150 165 15 15 10 524 180 195 15 180 185 5 15 20 (5)
25 180 150 (30) 180 185 526 150 160 10 150 135 (15)27 150 140 (10) 150 130 (20) 15 15 028 150 135 (15) 150 135 (15) 15 10 529 150 170 20 150 125 (25) 15 5 1030 150 155 5 150 170 20 15 10 5
Total 2,700 2,640 (60) 2,700 2,685 (15) 2,040 2,035 (5) 2,040 2,055 15 330 310 20
Footage Mined Footage Mined Footage MinedForeman: B. ReadyCrew B - Foreman: Jones Crew C - Foreman: Doe Crew D - Foreman: Buck
Time to First Coal (min.)Month Foreman: Smith
Footage MinedWW
A ALL
LL
CCHH
A ARRTT
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Industrial EngineeringIndustrial Engineering
Time study/productivityimprovement analysis
In-house and independent
technical review of CM operatingpractices
Company - Mine DelayDate - Shift CodeTravel, LunchCycle
ElementsTime O'day Delays
KeyWords
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TT
IIMM
EESSTTUUDDYY
Activity/Event H o u r s
M i n u t e s
S e c o n d s
C a r
E l a p s e d
L o a
d
T i m e
C h a n g e
T i m e
R e s e t
T i m e
E x t e n
d
T u b e
M o v e
T i m e
M a i n t .
D e l a y
N o n -
M a i n t .
O v e r l a p
T r a v e
l I n
T r a v e
l
O u t
L u n c h
Start Portal Meeting 19 49 0 Mine Foreman/Shift Coord.
Depart Surface 19 52 52 3.87 3.87 Overlap Section ForemanTravel In 20 17 7 24.25 24.25 Travel In Miner Operator
Safety Meeting 20 19 6 1.98 1.98 Non Maint Crew: 8 + 2 mechanicsWalk to Miner 20 24 5 4.98 4.98 Non Maint
Totals 35.08 0.00 0.00 0.00 0.00 0.00 0.00 6.97 3.87 24.25 0.00 0.00Place 1 start of cutMOVE 1 23 25 4.32 4.32 Back in #2 entry to 31 break
Wait on Bolter 1 56 31 33.10 33.10 Maint Bolter down for hydraulic oilMOVE 2 5 2 8.52 8.52 From #2 to #3 entry
Load 2 5 47 20 0.75 0.75 Push Push carChange 2 10 1 4.23 4.23 Bolts 2 feet from faceLoad 2 10 56 18 0.92 0.92
Change 2 12 10 1.23 1.23Load 2 12 45 20 0.58 0.58
Change 2 17 35 4.83 4.83Load 2 18 16 18 0.68 0.68
Change 2 19 49 1.55 1.55Load 2 20 45 20 0.93 0.93
Change 2 24 53 4.13 4.13Load 2 25 36 18 0.72 0.72Change 2 27 24 1.80 1.80Load 2 28 0 20 0.60 0.60
Change 2 32 23 4.38 4.38Load 2 32 58 18 0.58 0.58
Change 2 34 38 1.67 1.67Load 2 35 33 20 0.92 0.92
Change 2 39 50 4.28 4.28 Miner set over to right sideLoad 2 41 4 18 1.23 1.23
Change 2 42 32 1.47 1.47Load 2 43 17 20 0.75 0.75
Change 2 45 16 1.98 1.98Load 2 45 52 9 0.60 0.60Load 2 45 52 9 0.00 0.00 Clean-up Clean-upReset 2 49 3 3.18 3.18 Move to left sideLoad 2 49 58 18 0.92 0.92 Clean-up Clean-up
Place 1 Totals 90.87 10.18 31.57 3.18 0.00 12.84 33.10 0.00 0.00 0.00 0.00 0.00Place 1 Averages 0.44 1.37 0.14 Total Cars Loaded: 14
Cut Dimensions: 37.0' x 18.5' x 10.0'
Comments
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P bl S l iP bl S l i
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Problem SolvingProblem Solving
Team concept incorporatingemployee input
Reward system
Team discussions may identify otherproblem areas
Empowering employees improvesattitude and performance
SS
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SummarySummary
Management focus on CM
development critical to productivityincreases
Technological advances continue todrive improvement, but are not primaryfactor
Maintenance programs have evolvedinto important tools
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Summary (cont.)Summary (cont.)
Mine layout limited by specificconditions
More critical aspect of sectionequipment selection is havingadequate numbers
Correct work schedule for eachoperation
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Acknowledgments AcknowledgmentsThe operating companies that respondedto requests for information, and providedfeedback for this paper
Wayne Thomas @ Joy Mining MachineryFrank Hyden @ Voest-Alpine
Mike Rotigliano @ FLIR Systems