We support some of the world’s largest organisations across a variety of sectors. By focussing on people and process, we adapt our Lean improvement methodology to any business or industry across the world to deliver continuous benefit and value.
REDUCING HAUL TRUCK SERVICE TIMES
Our client is a leading global miner with extensive iron ore mining operations in the Pilbara region of Western Australia.
The site management team had identified that haul truck availability needed to improve to reduce fleet downtime.
Overruns of regular servicing activities were common and management agreed that achieving target service times was the first step in improving truck availability and ultimately achieving challenging production targets with the existing fleet.
“The consultants and their real life experience in delivering value helped us deliver a project with significant performance gains. These methods are now being adopted by the whole business.
- Peter Osmotherly - BI Specialist
Haul truck turn-around time improved by 50% within first 3 months creating an extra 12 hours of truck availability per service.
With a fleet of over 40 trucks this equated to an extra 1m tonnes per annum hauled with an estimated return of $1.4m for the project.
Created internal capability with client team who went on to further improve the service sequence.
Client is now delivering 500 hour service consistently around 8 hours.
Project ROI of 12 x investment in year 1.
Our team were engaged to work with site maintenance planners and service technicians to find a way to reduce the turn-around- time (TAT) on the 500 hour service of large haul trucks.
Understand the problem:
- Data indicated that the actual duration for a standard 500 hour maintenance service was up to 23.5 hours
- The planned duration of 12 hours was rarely achieved due to delays caused by poor coordination, poor workshop flow, organisation of labour and parts supply issues
- Technicians tended to work on several vehicles at the same time creating a stop/start rhythm and disrupting to the flow of work
- Defined current state process and sequence by observing work and collecting information from workshop staff
- Identified main wastes and delays particularly waiting, rework and duplication
- Assembled all staff including production and maintenance planners and created an ideal sequence of work from last good load to first new load.
- Created a detailed sequence of maintenance work incorporating improvement ideas from all trades.
- Coached the client team to create detailed standard work documents explaining each service step and relating it back to the vehicle location map.
- Trialled the new sequence and measured each step in detail to evaluate the flow of work between trades.
- Applied the Plan Do Check Act (PDCA) cycle to improve the sequence