Coal Age

FEB 2016

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m a i n t e n a n c e c o n t i n u e d February 2016 www.coalage.com 37 But more importantly, operations person- nel will recognize the actions that they must take in order for the maintenance program to serve them effectively. They will also become aware that the objectives and poli- cies of the production strategy are incorpo- rated into the program. Staff personnel, especially from warehousing and purchas- ing, will now realize the importance of attending and participating in the weekly operations and maintenance scheduling meetings. Accounting will better appreciate the critical maintenance need for quality information. The process of defining the program yields better understanding of program procedures, gains commitment, and edu- cates personnel on program execution, support and cooperation. The essential interaction of mine departments is con- firmed as mutual activities are carried out. Warehousing and purchasing, for example, will specify procedures to obtain materials while maintenance will include these procedures in their own programs to ensure they are understood and followed. Getting Started The program definition begins with the mine manager who will provide guidance enabling development of a solid produc- tion strategy that meshes with mining operation needs and meets corporate requirements. Departmental objectives and policies will be assigned so that departments can develop the interlock- ing procedures that make the mine's maintenance program work efficiently. Define the program and educate the workforce — Program definition is a com- posite action of all departments. As they work together, maintenance crews, equipment operators, supervisors and staff personnel such as planners, ware- house personnel or purchasing agents should confer as the procedures for each department are being developed. This collaboration assures the practicality and workability of the final program. Key maintenance personnel should be involved in the initial development of the program. Each element of the program should be discussed to determine how activities will be depicted. How will pre- ventive maintenance services be sched- uled or what criteria will determine which jobs are planned, for example? Education must include everyone in the mine from worker to manager. Mine Figure 2 — A more comprehensive legend is required to explain how preventive maintenance (PM) would be car- ried out: (1) Preventive maintenance services due are shown in the information system. (2) Services due on equipment are either static (require shutdown) or dynamic services (done while running). (3) Static PM services are integrated into the weekly schedule and operations advised at the upcoming operations/maintenance scheduling meeting. (4) Dynamic PM services are to be done at the discretion of the maintenance supervisor. (5) The maintenance supervisor assigns PM services to his crew members. (6) Services are performed by mainte- nance crew members. (7) Crew members confer with operators to learn about actual equipment condition. (8) Operators assist according their instructions. (9) Operations supervisors are advised of deficiencies found and their seriousness by the crew member. (10) Deficiencies are reviewed by the maintenance supervisor and the crew member then converted into work as follows: (11) Emergency repairs; supervisor assigns at first opportuni- ty. (12) Work to be planned; supervisor forwards to planner. (13) Unscheduled repairs; crew member enters in work order system for subsequent assignment. Figure 3 — Multidepartment component rebuilding would be explained as follows: Maintenance supervisor (1) assigns the work order to remove the damaged component. (2) Craftsman removes, tags and moves components to the warehouse classification area. (3) Component is classified and maintenance is notified. (4) Warehouse deter- mines whether the component can be rebuilt. If so (5), it is sent to mine shop or vendor's shop for rebuilding. If sent to mine shop, (6) a work order is provided by warehouse. If vendor rebuilds a purchase order, it (7) is provided by purchasing. Once rebuilt, (8) accounting (9) receives the work order labor and material charges or the vendor's invoice. Rebuilt component(s) are returned to stock (10) for reissue to maintenance.

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