Slide 1: Productivity Improvement Through Collaborative Shift Planning and Tracking
Productivity Improvement Through Collaborative Shift Planning and Tracking
Slide 2: The challenge of short term planning – maximizing value
The challenge of short term planning – maximizing value Long term plans are designed to maximise value from the mines The short term plans determine what is actually delivered Aligning the short term plan to the long term plan is critical The underground operational environment is inherently
Slide 3: The challenge for Gold Fields Australia
The challenge for Gold Fields Australia Large, complex underground mines Critical paths with multiple constraints Increasing depth: ̵ Just-In-Time (JIT) mining ̵ Geotechnically constrained sequences ̵ Higher potential for unplanned interruptions Productivity Improvement Through Collaborative S
Slide 4: Why did Gold Fields decide to target Short Term Planning and Execution?
Why did Gold Fields decide to target Short Term Planning and Execution? Long Term Planning Effectiveness 5,0 Medium Term Planning In 2014 the MOS (Management Meeting Design / Intent 4,5 Short Term Planning 4,0 Capacity Communicating the plan + priorities Operating System) project was 3,5 3,0 Produ
Slide 5: Context: where we were
Context: where we were Short term plans manually created and updated in Excel. This process has inherent issues with: Aligning operation to medium and long term plans Loss of information from long and medium term plans Excel isn’t a scheduling tool, creating errors and missing interactions T
Slide 6: What makes a “good” plan?
What makes a “good” plan? A good plan is the basis for optimised productivity in the operation. Achievable / practical / understandable Reflects capacities of equipment and headings Fully exploits critical path Respects activity relationships, manages interactions Presents an appropriate l
Slide 7: How do you execute a good plan well?
How do you execute a good plan well? Bring together people Communication and Agreement on the Shared understanding and process collaboration goals of the plan of the drivers of value in the plan Monitoring and tracking Having the lead time Being able to dynamically progress to plan – and detail need
Slide 8: Short term planning and execution – sources of variance
Short term planning and execution – sources of variance Planning Inputs Planning Process Planning Outputs Wrong data / lack of detail Missed interactions (interactivity/ interlevel) Not reflecting operation status Missed physical constraints Not long enough period Wrong rates Lead tasks not adequate
Slide 9: Requirements of a short term planning system
Requirements of a short term planning system Format designed to support both planning and short interval control functions Functional action Planning plan to meet targets Balance equipment / Identify critical path manpower / heading activities utilisation Activity tracking and Co-ordinate compliance
Slide 10: System design
System design Activity tracking provides the foundation for structured decision making. Location based format for spatial compliance All activities for a stope are planned collectively to manage interactions Plan Actual Variance Productivity Improvement Through Collaborative Shift Planning and
Slide 11: Engaging the plan- managing execution
Engaging the plan- managing execution The daily meeting is the key engagement point for managing plan execution. ̵ Plan ahead ̵ Compare performance to plan ̵ Short Interval Control The plan and daily meeting deliver sustainable performance improvement by: ̵ Reinforcing essential behaviours, e.g.
Slide 12: Limitations of the spreadsheet based system
Limitations of the spreadsheet based system This was a big step forward, but it’s a very manual process. The long and medium-term plans capture many relationships, dependencies and practicalities which were lost in the spreadsheet solution: Activity cycle relationships: development -> modelling ->
Slide 13: Requirements of the new system
Requirements of the new system To supersede the spreadsheet, the new system needed to build on and improve capability: Align the operation with the LT plan Have enough practical detail to show how it should be implemented, enable us to manage & minimise interactions Pull as much information th
Slide 14: New software solution
New software solution Deswik had been developing a new module in the planning software chain aimed at operational planning The system design aligned with the spreadsheet providing us the opportunity to capitalise on the work already done driving spatial compliance in the MOS project, while movin
Slide 15: Schedule Integration – building operational detail
Schedule Integration – building operational detail Cut 1 Cut 2 Cut 3 Bore Fire Bog Support Bore Fire Bog Support Bore Fire Bog Support Productivity Improvement Through Collaborative Shift Planning and Tracking 15
Slide 16: Dynamic scheduling
Dynamic scheduling Productivity Improvement Through Collaborative Shift Planning and Tracking 16
Slide 17: Benefits
Benefits Immediately see impact of changes to plan, gives us the ability to see the effect of different options Provides the operations management team full visibility of factors that directly influence decision-making. ̵ Can plan, control and measure each individual activity in the mining proce
Slide 18: Conclusions
Conclusions Mine Planning Productivity improvements have been achieved by: Holistic approach - an evolution of process and systems over four years Communication The progressive work done on culture to shift focus from delivery metrics to planning, spatial compliance, monitoring and proactively l
Slide 19: CS Frees
CS Frees To be the global leader in sustainable gold mining