Coal Age

JAN 2016

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funding. It is done only after resources sat- isfy production equipment maintenance needs. Operating functions (like power generation) must be properly staffed and budgeted. Such an objective clarifies essential maintenance work responsibili- ties while advising the total mine of main- tenance capabilities, limitations and constraints. Similar objectives might be assigned to other departments to bring their actions into alignment with maintenance and the mine manager's production strategy. Operations objective — Operate equipment properly to meet estab- lished production, quality and cost targets. Utilize maintenance services effectively to ensure availability of reliable equipment. Perform opera- tor maintenance in coordination with maintenance. Follow established work order procedures in requesting work and utilize the work order sys- tem to control work performed by operating personnel. Follow guide- lines in requesting nonmaintenance support. Conduct weekly scheduling meetings with maintenance and engi- neering to determine the requirement for equipment shutdown. Negotiate best shutdown times to comply with operating needs. Warehousing objective — Stock and replenish specified repair materials, components and consumables to ensure they are available for use as required. Arrange procedures to have selected components rebuilt and restocked in inventory. Provide effec- tive stock issue and return proce- dures. Operate tool room to ensure availability, maintenance and accountability of specified tools. Purchasing objective — Provide pur- chasing and contracting support to obtain materials and services as requested by operating departments. Supply materials and services to per- mit maintenance, maintenance sup- port or projects to be dependably scheduled and carried out with on- time completion at agreed-upon costs. Accounting objective — Establish a suitable information system that allows operating departments to develop and utilize information to control operations and work while providing plant-level cost and perfor- mance information. System should also provide for control of inventory, purchasing and operating activities. Confer with all departments as sys- tem is developed or identified to ensure ease of use and capability of field personnel to develop data to ensure timely, accurate and complete information is provided to all users. Illustrative objectives like these provide clarification of the internal and interdepart- mental responsibilities of each department to encourage and reinforce teamwork, mutual support and cooperation. Policies Make the Program Policies prescribe the manner in which departments conduct internal activities and interact to help satisfy the manager's pro- duction strategy. They also clarify the objec- tives assigned to departments to preclude misunderstanding of roles and responsibili- ties. Objectives spell out what to do while policies explain how. Together they form the basis by which departments organize inter- nal and interdepartmental procedures into operating programs. In turn, these programs explain what each department does, who does what, how and why. A typical series of policies as they relate to maintenance activities is shown in the accompanying sidebar. The policies identify what maintenance is to do and how to do it. They also guide the actions of other depart- ments in cooperating with maintenance. It is important to acknowledge that the detail of such illustrative policies could imply micromanagement by mine man- agers. Rather, they represent thoughtful guidelines of a manager who knows that effective maintenance is a step on the path- way to world class status for his operation, Departmental objectives together with policies clarifying these objectives are estab- lished by the mine manager's production strategy. In turn, their incorporation into departmental programs helps to ensure operational integrity, cooperation and mutual support among all mining depart- ments that are the ingredients of a highly successful mining operation. Next month: Step 3—How to develop, docu- ment, test and implement an effective mine maintenance management program. Paul D. Tomlingson (pdtmtc@msn.com) is a Denver-based maintenance management consultant. His latest book, Maintenance in Transition — The Journey to World-class Maintenance, contains the detailed perfor- mance standards on which evaluations dis- cussed in this series of articles can be conducted. Copies of the book (ISBN 978-1- 4675-9069-3, 395 pp.) can be purchased from the author. He welcomes inquiries concern- ing these articles. m a i n t e n a n c e c o n t i n u e d 36 www.coalage.com January 2016 Figure 2-2 — Based on corporate guidelines, mine or plant (like smelters) managers could develop a production strategy in which department objectives are assigned and policies provided to clarify interdepartmental actions. Individual departments would respond by developing procedures to guide their internal department or interde- partmental actions. The collective procedures might then be formed into programs and details exchanged among various departments to verify their accuracy and effectiveness. Then to prevent any misunderstanding, the total mine population, including managers, would be educated on the details of all department programs. The end result could ensure dedicated support of maintenance, interdepartmental cooperation and satisfaction of corporate objectives.

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