Continuous Improvement

Transcription

1 Continuous Improvement Institute of Quarrying Phil James BSc (Hons) MSc FCMI MIoD Julian Smallshaw FIQ, FHEA, BSc Quarrying.org About The Institute 1917 Global extractives industry to improve health and safety to increase productivity to improve standards Delivering excellence in education and training Professionally qualified members 1

2 The Institute of Quarrying Quarrying.org Purpose To advance the science and practice of quarrying, for the benefit of all Vision IQ is the beating heart of a vibrant world-class minerals industry Values Professional integrity Lifelong learning Ethical, sustainable practice The Institute of Quarrying Quarrying.org 2

3 Quarrying.org Quarrying.org 3

4 Continuous Improvement The way to achieve sustainable profit improvement 4

5 Julian Smallshaw FIQ, FHEA, BSc Began career as a Quarry Manager 20 Years member of IQ 10 Years Institute of Quarrying 5 Years Head of Education Quarrying.org 5

6 Content Introduction to CI Project goals What areas can achieve CI Operational improvement reporting Examples of OI measures Summary Introduction to CI CI stands for Continuous Improvement Fully implemented it improves efficiency & profit year after year Achieved by better use of resources, reducing cost, rationalising sales values, increasing income 6

7 Introduction to CI Operational Reducing fuel use Minimizing downtime Process knowledge and control Sharing best practice Operations, Technical and Sales Pit balance More high value or sales of new products Introduction to CI CI encompasses all aspects of aggregates manufacture: your ideas on how to make the site perform better and how best to implement any changes are needed!!! to make the change 7

8 Project goals Build a continuous improvement culture at each site Share knowledge and best practices between all sites, and sites managers/employees. Support this with a structured training program Increase communication between sales, technical and production teams Achieve profit improvements year on year across each site Deliver every year a recurring $ per ton benefit by lowering production cost and optimizing revenue Where should we focus our CI? Continuous Improvement can be found in all the process areas Savings can be made from initial stages of the production process until delivery of product to the customer So everyone is involved in the CI process and can assist in achieving the project s goals C.I Drilling/ Blasting Loading/ Transport Crushing Transport Screening Transport & storage Sales Savings 8

9 Geology Get your prospecting right mineral quality Geological surveying and testing Design: Pit design, plant design, plant location Drilling & Blasting CI examples Optimize blasting to balance the production of fines and oversize material Create a level floor avoid production of toes Understand breakage characteristics of the faces Balance between frequency of blasting and amount of explosives used 9

10 Haul and Load CI examples Optimize equipment use through reducing cycle time and minimising idle times Reduce fuel consumption where ever possible Monitor data on each vehicle, such as fuel usage and availability, driver performance Identify and report areas which are causing inefficiency in the process e.g. Uneven road surfaces Part loaded dumpers Mismatch between size of excavator and dumper Frequent vehicle downtime Crushing CI examples What is the reason for the current settings on crushers? Could these settings be changed to improve the process? Are crushers running at maximum throughput? Justification for multiple crushing stages 10

11 Screening & Washing CI examples Is current screening media the best fit for its current purpose? Can savings be made through changing of screening media? Is the screen currently prone to pegging or other issues? How can this be remedied? Can high value material be reclaimed through washing of low grade material? Aim to maximize production of high value products Maximize the specifications of low grade products into higher value product Develop communication between sales and operations, so material is not undervalued or undersold and desirable products are identified Identify new market areas for existing products Balance the pit sales and production in balance, no excessive stocks or waste Product & Sales CI examples 11

12 Reduction of variable costs CI examples Reduce electricity by turning off machines during stoppages and downtimes Investigate unexpected costs, such as excess water consumption due to leaks or faulty meters Investigate the most common causes for stoppages and downtime on site and aim to reduce them Run the plant at its maximum throughput (100% coefficient) Well maintained plants, free from spillage reduces contractor costs Check conveyor belt loads and investigate any under use Can you identify any improvements on site which could improve efficiency, reduce costs or increase revenue? 12

13 How to report improvements? CI-card system is installed in Example of CI-Card System your site These cards allow recording of CI improvements by all staff, with the ideas regularly reviewed and implemented by both local and area managers In this way progress of improvements can be monitored by all employees Examples of Operational Improvement 13

14 Example 1 Operational improvement Date: July 1, 2015 Manual belt sampler allows QC to gather representative sample without stopping production Observed at site: Flagship quarry Area of the site: Yard (conveyor belt) Equipment: Belts Description Belt sampler in action The belt sampler is a bucket like device that can be manually pushed into the stream of rocks as they fall from one conveyor belt to the next. Once enough product is collected, the sampler is removed from the stream. The bottom of the sampler can be pulled out so that the rocks can fall into a bucket to be taken for QC testing. Required implementation steps Installation of belt sampler on conveyor belts. Achieved upside QC can achieve a representative sample No need to shut down production Ease of use facilitates frequent sampling Example 2 Date: 08/02/2015 Site manager: Mr Quarry Captured by: Mr CI Hand Held Metal detector Observed at site: Quarry Region: Regional team Process step: Processing Description When the metal detector triggers it shuts down the plant. In order to locate the metal in the feed a hand held metal detector or security wand is used. Photo Required implementation steps Purchase a security wand portable metal detector. ($159) Achieved upside Prevention of hand injuries caused by searching through the crushed rock on the conveyor. Minimizes the time to locate the offending piece of metal in a large area of material on the conveyor belt thus minimizing downtime. 14

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17 Example 7 Example 8 17

18 Summary CI fosters cooperation between technical, sales and site managers and workers. CI aims at maximizing profitability, year after year, through $/ton production efficiency, improved sales, cost saving ideas or improvement initiatives. A CI culture can be developed and sustained by facilitation, training, support, advice on best practice and learning from proven ideas and improvements. For maximum benefit, this is a long term commitment that can deliver spectacular results even in the depths of recession. From 2011 to 2013 this approach delivered over 70 c/t profit improvement in one of our member s businesses, then in 2014 a further 0,12 c/t was delivered. Summary CI is a like peeling an onion: as each layer is removed more opportunity is created or revealed 18

19 IQ Skills Wheel Quarrying.org Quarrying.org 19

20 Quarrying.org Questions? quarrying.org Group and company pages 20