Coal Age

FEB 2016

Coal Age Magazine - For more than 100 years, Coal Age has been the magazine that readers can trust for guidance and insight on this important industry.

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managers should make a special effort to observe the discussion between depart- ments as they commit to procedures nec- essary to carry out the production strategy. Questions should be answered promptly and correctly. Recommendations should be welcomed and encouraged. Program definition techniques — The most effective technique for document- ing the program is a schematic diagram a c c o m p a n i e d b y a l e g e n d t o f a c i l i t a t e explanation and understanding. While tools such as flow charts, decision trees o r n a r r a t i v e s w i t h d i a g r a m s m i g h t b e u s e d , n o n e a r e a s e f f e c t i v e a s t h e schematic diagram in showing the inter- a c t i o n o f p e o p l e . M i n e p e r s o n n e l a n d their actions are pinpointed to help bind people to the program. First, identify the key personnel and lay out a rough diagram. If these person- nel were to include, for example, a main- tenance supervisor, his crew, an operations supervisor and operators, position them logically. As the prelimi- nary diagram starts to take shape, individ- uals are linked with various actions using arrows pointing to the person receiving information and simple captions like "assign" or "inspect." The sequences of events are numbered in the order they take place and preliminary explanations are placed in the legend (Figure 1). The narrative in the legend should be brief and simple. During the explanation of the program, personnel will let you know whether the explanation needs to b e e x p a n d e d o r c l a r i f i e d . C o n t i n u e t o diagram, focusing on each element of the program and the interactions neces- sary to carry it out. Consider preventive maintenance (Figure 2). Elements of the mine maintenance program are best developed individually then linked together. Diagram PM and compose the legend, then diagram and compose the legend for planning. As the process continues, compare diagrams and legends to ensure they are consis- tent and logical. Thus, if static PM ser- v i c e s a r e t o b e i n c l u d e d i n t h e w e e k l y schedule, they must be cross-referenced in the planning diagram showing them being added to the weekly schedule. Keep in mind that multiple depart- m e n t s a r e i n v o l v e d i n m a n y m a i n t e - nance activities. Planning, for example, requires interaction with the warehouse, purchasing and shops. By diagramming t h e s e i n t e r r e l a t i o n s h i p s , i n v o l v e d departments will have the opportunity to discuss the procedures and their validity. Consider the task of component rebuild- ing (Figure 3). Within maintenance, it is important to include new supervisors and those transferred from other organizations. They will welcome the clarification that the program brings. Personnel from other departments will be made aware of what maintenance does, how they do it, who does what and why. Collaborative work- ing relationships will evolve to en- sure better understanding and improved cooperation. Maintenance is not a "stand-alone" activity; it requires the help of many other departments. Remember that if one needs help, the first step is to tell those who can help exactly how they can help. It follows that if they are not told, they will either guess at what is needed and deliver the wrong support or worse yet, do nothing. An integrated information system is t h e c o m m u n i c a t i o n s n e t w o r k f o r t h e t o t a l m i n e . M a i n t e n a n c e i s o n e u s e r along with warehousing, purchasing and operations. Information is used for inter- nal actions and shared between depart- m e n t s a n d w i t h m a n a g e m e n t . T h u s , system use appears in many parts of pro- gram documentation: scheduling PM, r e p o r t i n g l a b o r u s e o r o r d e r i n g p a r t s . The accounting system is the counter- part to the information system in con- verting field data like labor use into costs m a i n t e n a n c e c o n t i n u e d 38 www.coalage.com February 2016 Figure 4 — The maintenance work order (1) is a control document used to isolate the cost and performance of a single major, planned job. Each maintenance work order is assigned a unique work order number to relate it to the specific job as well as to the equipment type, number and component. At (2), the work order is opened, mak- ing it an official accounting document ready to receive data input. The planner establishes a link with purchas- ing to obtain direct charge materials by placing the work order number on the (3) purchase order(s). Next, stock materials are ordered and the work order number is placed on all stock issue documents (4). As work is complet- ed, labor data are recorded on the time card (5) and labor use is associated with the work order number. Most systems provide work requests (6) and labor and material data flow into the data base. Similarly, verbal orders may be used (7). Standing work orders (8) identifying routine, repetitive tasks like shop cleanup are opened in the database to accumulate costs for an entire year. Should maintenance perform nonmaintenance work, like equipment installation, an engineering work order (9) is established. Actual project work may be carried out by either maintenance or a contractor. Project work performed by maintenance is controlled by the work order, but the work order number must be associated with the engineering work order number. Direct charge materials are associated with the project by linking the engineering work order number with the (10) purchase order number. The engineering work order (11) is opened in the database to control the project. Production statistics (12) are added to allow comparisons such as the cost per operating hour. Finally, all elements are brought together in the data base to produce information like (13) cost, repair history, job status, etc. The most effective technique for documenting the program is a schematic diagram. " "

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