MINE4610. Mine Asset Management & Services. Course Outline

Transcription

1 SCHOOL OF MINING ENGINEERING MINE4610 Mine Asset Management & Services Course Outline SESSION 1, 2014

2 2 GENERAL COURSE INFORMATION Course Title: Mine Asset Management & Services Semesters Offered: Semester 1 Level: Undergraduate Number of Units/Credits: 6 (UNSW) Contact Hours per Week 4 contact hours to be utilised for Activity Based Learning and Project Support. Contact times are scheduled for:.plus it is anticipated that Peter knights will present a number of online lectures in G51 or G38. For up to date information on lectures and workshops, see the Course Calendar in Moodle. Assessment NOTE: Course completion requires that all assessment items be completed. Course Convenors Dr. Peter Knights School of Engineering University of Queensland QLD 4072 Australia Tel: (07) p.knights@uq.edu.au Dr Chris Daly School of Mining Engineering University of New South Wales c.daly@unsw.edu.au Dr Mahinda Kuruppu Curtin University of Technology West Australian School of Mines M.Kuruppu@curtin.edu.au Associate Prof Emmanuel Chanda Program Leader in Mining Engineering The University of Adelaide School of Civil & Environmental & Mining Engineering Adelaide SA 5005 echanda@civeng.adelaide.edu.au

3 3 Course Description This course comprises two separate components. Asset management and Mine services. Asset management occupies the first 7 weeks of the course. The remaining 5 weeks covers the area of Mine Services. In 2014 the mining service lectures were completely revised with the assistance of SKM. It is planned than these lectures will cover the services component of this course. The anticipated topics covered will be: Mine Winders Pumping Belt Conveyors The assets component of this course covers the principles of maintenance of mining equipment and the design and operation of mine services, It covers the design of maintenance systems, including preventive, predictive, proactive and corrective maintenance methods, as well as basic reliability theory and models for optimising maintenance decisions. Assumed Background This course assumes that students have a good understanding of mining terms and descriptions, have been exposed to surface and underground mining methods and are familiar with mining development, operations and production. The completion of the Mining Systems course.

4 4 Content Mine maintenance and services are responsible for between 40 and 70 percent of the operating cost of a surface mine, and 20 to 50 percent of the operating cost of an underground mine. The quality of maintenance programs affects the productive capacity of mining operations. In the course of their professional careers, Mining Engineers will find themselves dealing with maintenance and service related issues such as: working with teams to de-bottleneck productive processes; preparing and checking maintenance budgets; administrating maintenance contracts; and deciding on mine dewatering or electrical distribution layouts. The proposed course covers the principles of mine maintenance and services, including electrical and compressed air distribution, mine dewatering and mine communications. It covers the design of maintenance systems, including preventive, predictive, proactive and corrective maintenance methods, as well as basic reliability theory and models for optimising maintenance decisions. Specific topics to be covered include: PART 1 Mine Maintenance Management a. Physical Assets The purpose of physical assets Performance requirements The life cycle of physical assets Value through asset management b. Asset Management Strategy Strategy, tactics and resources The maintenance process Determining equipment priority Maintenance maturity model c. Asset Management Tactics Functions, functional failures and failure modes Failure intensity functions Maintenance tactics Selecting tactics d. Asset Management Process and Organisation Key asset management processes Work Order Management Maintenance forecasting, planning & scheduling Organisational structure e. Asset Management Measurement, Control & Improvement Performance measurement Continuous improvement Root Cause Analysis Operator Driven Reliability f. Spares and Repairs Management Spares classification High rotation spares

5 5 Low rotation spares Advanced sparing decisions g. Contracts and Contractor Management Contract types Work scope Agreed performance measurements Risk sharing PART 2: Mine Services Mine Winders Pumping Belt Conveyors

6 6 AIMS, LEARNING OUTCOMES & GRADUATE ATTRIBUTES Course Aims 2.2 Learning Objectives After successfully completing this course you should be able to: (Reliability engineering) Distinguish between functions, functional failures and failure modes. Be familiar with basic reliability analysis, equipment performance indices and improvement methods. (Maintenance management) Ability to design and implement maintenance support systems for engineering assets, including specifying preventive, predictive, proactive and corrective tasks within an overall maintenance strategy. (Component and capital equipment replacement) Undertake quantified risk assessments for optimising maintenance decisions and apply life cycle costing and equivalent annual cost (EAC) methods for optimizing capital equipment replacement. Mine Services - Be familiar with mine winder, materials handling, electrical distribution fundamentals, and mine dewatering principles Graduate Attributes Learning Outcomes After completing this course, it is intended that the students will be able to: appreciate the value of maintenance as a profit driver and not solely as a cost centre identify the life cycle stages of mining equipment and related management processes Identify the role of maintenance planning and scheduling to quantify demand for maintenance resources and allocate these resources Identify the principle maintenance strategies and appreciate the importance of applying proactive strategies. identify the principle condition-based maintenance strategies used in the mining industry and critically evaluate their applicability to mining equipment describe and define key maintenance performance indices, and appreciate the impact these have on mining operations apply basic reliability theory to practical mining examples, including failure rates and how these dictate maintenance tactics assess in-house versus contractor approaches to delivering maintenance services Identify the principles of electrical power distribution, water management, compressed air, hydraulic and communication systems and associated management strategies and hazards. apply the principles of risk management to the maintenance of equipment and services

7 7 Graduate Attributes appropriate technical knowledge having advanced problem solving, analysis and synthesis skills with the ability to tolerate ambiguity being able to think and work individually and in teams listening, influencing, motivating and communication skills basic business and management skills awareness of opportunities to add value through engineering and the need for continuous improvement being able to work and communicate effectively across discipline boundaries having HSEC consciousness being active life-long learners.

8 8 RECOMMENDED TEXTS AND RESOURCES Reference Texts Campbell, J.D., 1995, Uptime: Strategies for Excellence in Maintenance Management, Productivity Press, Portland, OR, 192 pp. Campbell, J.D. and Jardine, A.K.S., 2001, Maintenance Excellence: Optimizing Equipment Life-Cycle Decisions, Marcel Dekker, N.Y., 495 pp. Kelly, A., 1997, Maintenance Organization & Systems, Butterworth Heinemann, Oxford, 280 pp. Kelly, A., 1997, Maintenance Strategy, Butterworth Heinemann, Oxford, 262 pp. Lawrenson, J., 1986, Effective Spares Management, international Journal of Physical Distribution & Materials Management, Vol 16, No. 5., 111 pp. McDermott, E.E., Mikulak, R.J., and Beauregard, M.R., 1996, The Basics of FMEA, Productivity Press, Portland, OR, 74 pp. Moubray, J. 1992, Reliability-Centered Maintenance, 2 nd Edition, Industrial Press Inc., NY, 414 pp. O Conner, P.D.T., 2000, Practical Reliability Engineering, 4 th Edition, John Wiley and Sons, Chichester, UK., 431, pp. Smith, D.J., 2002, Reliability, Maintainability and Risk, 6 th Edition, Butterworth Heinemann, Oxford, pp.335

9 9 Delivery Mechanisms Lectures via Podcast and in person Tutorials via video-conferencing and/or webcasting Assessment via developing solutions to case studies. Assessment Components Assessment Due Weighting Learning Objectives Assignment #1. Design 2. Reliability exercise - Group Assignment #2. Individual Case study 1. Maintenance management. TBC 30% TBC 30% Formulation of a maintenance strategy for a hydraulic rock hammer. Group report. Ability to analyse problem and formulate program using engineering reliability tools Individual assignment. Written presentation, Analysis of downtime data, determining improvement priorities, Ability to understand maintenance indices and formulate action plans. Asset Quiz TBC 10% Services Component TBC 30% Maintenance fundamentals, Preventive and Predictive maintenance methods, Reliability engineering and maintenance optimization. Teaching Materials Required: PowerPoint slides and Podcasts Course study guide Course reading materials Assignments (Case study development) Online and Other Resources As this is a cross institutional MEA course content is shared across universities.

10 10 Learning Activities and Methods Learning Activities Summary for S Activity Hours Area Content Presenter 1 Lecture Physical Assets 2 Lecture 3 Lecture Lecture Lecture Lecture 7 Lecture 8 Lecture Quiz Asset Management Strategy Asset Management Tactics Asset Management Process and Organisation Asset Management Measurement, Control & Improvement Management Spares classification Contracts and Contractor Management L1: The purpose of physical assets L2: Performance requirements L3: The life cycle of physical assets L4: Value through asset management L1 Strategy, tactics and resources L2. The maintenance process L3. Determining equipment priority L4. Maintenance maturity model L1 Functions, functional failures and failure modes L2 Failure intensity functions L3 Maintenance tactics L4 Selecting tactics L1 Key asset management processes L2 Work Order Management L3 Maintenance forecasting, planning & scheduling L4 Organisational structure L1 Performance measurement L2 Continuous improvement L3 Root Cause Analysis L4 Operator Driven Reliability L1 High rotation spares L2 Low rotation spares L3 Advanced sparing decisions L1 Contract types L2 Work scope L3 Agreed performance measurements L4 Risk sharing 9 Lecture Mine Winders Lecture Lecture Pumping Conveyors 12 Lecture Review

11 11 UNIVERSITY POLICIES Assignment Submissions Assignments must have attached a completed and signed copy of the School Assignment coversheet. This can be downloaded from the web at Submission of assessable materials must conform to the School Policy on Assignment Submissions. The Policy details information relating to penalties for late submission of assignments. See for further details regarding the Policy. Assessments will be required to be submitted via Moodle. It is planned to have Quizzes available on line via Moodle. Quizzes will be undertaken in G48 at the prescribed lecture time. I am keen to include peer marking of the assignments. I will provide more information at a later date. Resources for Students Support material for this course including, whenever available, copies of lecture notes, recommended readings, assignments and results for assignments etc can be found on Moodle. All correspondence with students will be done using the internet mail facility within Moodle. Changes in the lecture schedule and assignment dates will be posted on the calendar in Moodle. It is important that students regularly check Moodle for changes in calendar events and for messages. Most of these reference books are available in the UNSW Library. Academic Honesty and Plagiarism The University has certain expectations in terms of academic behaviour related to study and research. This is expressed in the University Policy on Academic Misconduct. Students should be aware of and understand this Policy. Links to this and other University and School Policies can be found at Plagiarism is the presentation of the thoughts or work of another as one s own 1. Examples include: direct duplication of the thoughts or work of another, including by copying work, or knowingly permitting it to be copied. This includes copying material, ideas or concepts from a book, article, report or other written document (whether published or unpublished), composition, artwork, design, drawing, circuitry, computer program or software, web site, Internet, other electronic resource, or another person s assignment without appropriate acknowledgement; 1 Based on that proposed to the University of Newcastle by the St James Ethics Centre. Used with kind permission from the University of Newcastle.

12 12 paraphrasing another person s work with very minor changes keeping the meaning, form and/or progression of ideas of the original; piecing together sections of the work of others into a new whole; presenting an assessment item as independent work when it has been produced in whole or part in collusion with other people, for example, another student or a tutor; and, claiming credit for a proportion a work contributed to a group assessment item that is greater than that actually contributed 2. Submitting an assessment item that has already been submitted for academic credit elsewhere may also be considered plagiarism. The inclusion of the thoughts or work of another with attribution appropriate to the academic discipline does not amount to plagiarism. Students are reminded of their Rights and Responsibilities in respect of plagiarism, as set out in the University Undergraduate and Postgraduate Handbooks, and are encouraged to seek advice from academic staff whenever necessary to ensure they avoid plagiarism in all its forms. The Learning Centre website is the central University online resource for staff and student information on plagiarism and academic honesty. It can be located at The Learning Centre also provides substantial educational written materials, workshops, and tutorials to aid students, for example, in: correct referencing practices; paraphrasing, summarising, essay writing, and time management; appropriate use of and attribution for, a range of materials including text, images, formulae and concepts. Individual assistance is available on request from The Learning Centre. Students are also reminded that careful time management is an important part of study and one of the identified causes of plagiarism is poor time management. Students should allow sufficient time for research, drafting, and the proper referencing of sources in preparing all assessment items. Continual Course Improvement Periodically student evaluative feedback on the course is gathered, using among other means, UNSW's Course and Teaching Evaluation and Improvement (CATEI) Process which is an anonymous, on-line survey system. Student feedback is taken seriously, and continual improvements are made to the course based in part on such feedback. Significant changes to the course will be communicated to subsequent cohorts of students taking the course. Correspondence and Messages A policy of the University is that it expects students will regularly check their accounts. The School assists in this by providing free access to computing facilities and the internet. 2 Adapted with kind permission from the University of Melbourne.

13 13 In line with this policy, messages will be sent to students through their Moodle account. Administrative Matters Students should ensure they are familiar with the various policies related to expectations of students. Links to the Policies can be found on the School web page at Equity and diversity: those students who have a disability that requires some adjustment in their teaching or learning environment are encouraged to discuss their study needs with the course convener prior to, or at the commencement of, their course, or with the Equity Officer (Disability) in the Equity and Diversity Unit ( Issues to be discussed may include access to materials, signers or note-takers, the provision of services and additional exam and assessment arrangements. Early notification is essential to enable any necessary adjustments to be made.