Challenges and lessons learned in implementing a Fatigue Management Program

Transcription

1 Challenges and lessons learned in implementing a Fatigue Management Program Kolomela Mine ICMM CONFERENCE SANTIAGO

2 Fatigue management First FMP in Kumba developed at Kolomela Kolomela s FMP consist of 3 legs: Systems / structures People Employees Family Technologies 2

3 Technologies The technology leg consist of the following: PRISM ASTiD 3

4 Status of technology and maturity at Kolomela ASTiD FATIGUE ALERT 28 primary haul trucks fitted Baseline data captured and analysed Dispatchers and operators trained and 1 st and 2 nd phase change management completed. Started to change fatigue breaks to reduce risks Need to implement policy on countermeasures 3 rd level of change management to be implemented once counter measures implemented. Investigation underway to bring out non dispatch version for contractor vehicles. Maturity level at Kolomela has moved from innocence to understanding, still some way to go before reaching resilience. 4

5 Status of technology and maturity at Kolomela PRISM Approval award for full implementation Procurement of site wide IM requirements commenced System should be fully implemented by end of Change Management to commence shortly. Maturity level at Kolomela has moved from innocence to understanding, still some way to go before reaching resilience. 5

6 Challenges and lessons learned on the ASTID implementation IM Technology Essential to have the Modular dispatch system stable and running well, wi-fi coverage on all routes critical in the mining environment. Software upgrades on the modular system (hardware and software) did not cater for ASTID initially. Reporting needs further refinement to ensure proactive management of fatigue as well as post mortem reporting after fatigue related incidents. People Unobtrusive technology is driver friendly, only basic training required. Ensure the purpose of implementation is one of caring for health and safety rather than catching out those are not leading a fatigue friendly lifestyle. Unions will appose if it is use as a tool to discipline drivers. Dispatchers play important role, if possible look at other people to manage like a shift medical attendant or supervisor. 6

7 Challenges and lessons learned on the ASTID implementation... Countermeasures Ensure that you have a process to track that the countermeasures have been done. Recliners work better than beds, light station works well. All counter-measures do not have the same impact on different workers. Proper change management essential. System potential Verify the choice of Shift roster in terms of a risk index Changes to breaks impact on overall risk index Driver profiling, looking at the risk index vs BMI Link to PRISM to obtain further data on 14 day history to more accurately predict risk levels. Verify if counter-measures work or not, level of impact in reducing sleepiness. 7

8 Challenges and lessons learned on the PRISM implementation IM Technology Essential to have a electronic access control system that is water-tight, i.e. no person can enter and leave the mine with going through the access control system. The change management on the system is essential ensuring the access control cards replaced if damaged and the entire system is updated as an example. Total integration into ERP highly recommended. Stand alone system requires additional administration. Reporting works very well. Wireless technology works well for people not close to permanent stations. The supervisor can a tablet to place of work in the pit or other remote areas. 8

9 Challenges and lessons learned on the PRISM implementation... People Ensure the purpose of implementation is one of caring for health and safety rather than catching out those are not leading a fatigue friendly lifestyle. Unions will appose if it is use as a tool to discipline drivers. Supervisors to use this as a tool rather than seeing it as an additional work load, however the 5-10% of people that will be required to do counter-measures will take additional time of supervisor to ensure employee is fit for duty. The various departments operations vs. engineering have a different profile during implementation. Incentivise getting the baseline information into the system for alertness testing, if not will take a long time to implement. 9

10 The way forward at Kolomela ASTiD Fine tune the reporting functions. Implement the countermeasure policies. Publish findings from changes to fatigue breaks. Constantly monitor and reduce risk on all shifts. PRISM Implement as per program. Focussed change management and training for all personnel. Get infrastructure in place for countermeasures. Forward studies Studies are currently being conducted into harmonics and vibration studies in their relation to fatigue and will be completed in

11 Journey We quickly learned that the path to Fatigue management excellence comes with a moving bar. Just like an Olympic athlete that jumps a certain height always looking for a way to improve himself. We at Kolomela strive for excellence in fatigue and safety everyday and instil those values in our employees. To shoot for the higher bar and everyday looking at ways to improve ourselves. 11

12 THANK YOU 12