Under constant pressure to improve mining productivity, many companies are investing in next-level equipment and maintenance systems. In these cases, personnel are required to make significant changes and adapt to new ways of working so that these technologies are successfully adopted.Â
However, many are learning too late that these advanced systems are even more vulnerable to the questionable data and behaviors that should have been addressed from the start. As such, the risk/reward ratio of investing in new technology in the mid and upper tiers of a maintenance maturity pyramid becomes a gamble, at best.
The centerpiece of every maintenance system is the work order. It details the work to be done, estimates for each of those sub-tasks, labor hours, skill level required, tools, parts and equipment, sequence of events, and wrench time. Furthermore, it documents incomplete, or additional needs discovered that must be linked to inventory or supply chain management systems, such as new parts needed for equipment repairs.Â
Work order prioritisation and management begins with the quality of maintenance inspections and skills of personnel doing these inspections. Without this, senior personnel, at higher rates, end up performing routine tasks which can be done by less experienced technicians. Knowing which repairs are imperative and which might be pushed to the next scheduled maintenance event is critical.Â
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Key Considerations for Work Order PrioritisationÂ
MTTR and MTBF are fundamental inputs to prioritising and scheduling work orders. However, best quartile performance and an understanding of the conditions into which the equipment will be deployed are indicators often overlooked when focusing maintenance resources.Â
With increasing data availability, software can anticipate when and which equipment is most likely to miss targets, handicapping mining operations and disappointing analysts and investors. Our mining practice has developed a proprietary system that defines when the ROI of equipment is in decline, and which assignments are best for that equipment if it cannot be replaced. This information enables mine planners, maintenance leadership and mine operations to collaborate on the sequence of interventions to be taken.Â
The goal is not to eliminate backlog. Without backlog, maintenance labor costs would include idle personnel. Instead, attention must be paid to maintenance cost per safe ton, ounce, meter.
Renoir Consulting’s specialist mining practice will work with you to develop the systems, processes, coaching, and reward systems needed to deliver and exceed commitments over your life of mine.
Manage work orders effectively to optimise maintenance.
