Mining experts use condition-based programs as decision-making tools

Mining experts use condition-based programs
as decision-making tools

Interview with Charlie Pearcy, senior program manager of Dingo

In today’s economic climate, GoodOil continues to ask: “What are mining experts’ concerns? What is their focus? And what roles can a condition based asset management system play in helping them achieve their goals?”

As the world leader in offering solutions to heavy, asset-intensive operations that maximize production, Dingo’s Condition Based Asset Management system assures companies a rapid payback with a minimum 3:1 return on investment in less than 24 months.

GoodOil: Tell us a bit about your mining experience.

CP: I started in construction as a mechanic / welder in 1974 and went into mining in the mid 1980s. In mining, I began as a mechanic with 10 years’ experience and, within 6 months, was moved to relief supervisor. After three months in relief, I was offered the supervisor position. Mining maintenance has been very good to me, giving me opportunities to move into maintenance management and administrative positions over the years. With nearly eight years’ service with Dingo as a senior program manager, I’ve had the chance to work with many different mining types and groups. How much better can it get, a job working with people, helping meet their goals?

GoodOil: Why did you decide to get into the mining industry in the first place?

CP:  It was because of a job offer. I received a phone call from a mining company in New Mexico while living in Washington state, and my wife and I were ready to get back to the dry climate. It was a good move and I’ve been in mining since.

GoodOil: How many mining sites have you worked with in the past 25+ years?

CP:  Wow, that is the question -- I need to think about that. I would say 18 - 20 different sites in the U.S. and Canada, including underground and surface. There are a few other sites that I have visited for assessments purposes.

GoodOil: What is Condition Based Asset Management?

CP:  Managing your assets’ components, using accurate condition data to make the best financial repair/replacement decision and then tracking the effect of that decision. Many times we see components’ average lives increase during the implementation phase. Sometimes it is the best financial decision to replace a component before the budget goal is met, so as not to meet with extra cost, such as core charge or increased rebuilds cost.

GoodOil: Virtually all mining maintenance departments take lubrication samples on a scheduled basis.  What is the difference between a lube-sampling program and a condition-based program?

CP:  Simply put, sample data with limited or no actions is a sampling program. You can be aware of an abnormal component condition, but this condition will not change without action that will reduce component life. In contrast, a condition-based program not only generates actions that can correct the condition but also tracks the response to see if the repairs performed actually correct the problem. It is very important to return an abnormal component condition back to normal as quickly as possible to expect component life to be met.

GoodOil: How can Dingo’s Condition Based Asset Management program help mining companies control costs and maintain production schedules?

CP:  One of the most fundamental requirements of business operations is the ability to control cost. Control begins by routinely measuring, investigating and acting on variances against what the costs should be, thus allowing a mine to move from external targets and alerts to its own unique set. Most mines already have many good practices in place. CBAM will enhance and expand the mine's previously installed best practices, as is necessary to close any gaps recognized. Tracking the asset condition and taking actions to prevent catastrophic failure and unplanned repairs, then returning the components to a normal condition as quickly as possible increase component life, productivity and reduce cost. CBAM not only allows customers to see the numbers but actually creates the best practices to deliver competitiveness and profitability.  

GoodOil: How do mining experts use a condition-based program to make day-to-day decisions?

CP:  First of all, condition-based maintenance is a program that recommends maintenance decisions based on the information collected through condition monitoring. It consists of three main steps: data attainment, data processing and maintenance decision-making. There are many ways to use the information generated from condition-based maintenance. It is used daily to prioritize repairs based on failure modes without shutting down production. Prioritize component replacement when there are several for maintenance to consider. Used for preventing catastrophic failure on a daily basis. With warehouse keeping stock at a minimum, parts seem harder than ever to obtain in a timely manner so using the program to pre-plan for parts and components can reduce an enormous amount of equipment downtime]

GoodOil: In working for and with mining companies, what are some of the common maintenance practices you see? 

CP:  Often, components are being changed based on time or due to contracts in place. I’m not saying this is bad practice; it’s certainly easier to manage than doing replacement by condition. But there is an associated cost to contracts and time-based maintenance. Nearly every mining company has a sampling program that is very important and a very good practice. A problem I see in the current sampling programs is that they are not being used to their fullest potential. There is one area in mining today that is pertinent to controlling cost and downtime events—that would be a knowledgeable, efficient planning department that I believe, for many, is running on the short side.

GoodOil: What are some of the maintenance myths that you find when working with mining maintenance experts?

CP:  I have heard a lot of things over the years, like “Don’t fix it too good or maintenance will run out of a job.” The fact is, if we don’t fix it right the first time the cost will continue to increase with repeated repairs or premature failures. The long-term effect is cost overrun and possible mine shutdown. Another one I’ve heard several times is that people just don’t like change. Yet I’ve found, when talking to mechanics, that most of them thrive on the challenge of troubleshooting, learning and helping to drive change for better maintenance. I’ve heard it said that the definition of insanity is doing the same thing over and over again and expecting different results. The mechanics I’ve met don’t use that process.

GoodOil: In these challenging financial times, how critical is it for mining companies to revaluate how they make maintenance and operations decisions?

CP:  I know of mines that are struggling to survive in these challenging times. But when an organization engages Dingo and, particularly, our Condition Based Asset Management program, very consistently we can deliver cost savings at a 3:1 ratio, show an increased average component life as high as 19% in the first year and increase asset availability to meet targets that have not been met on more than two years. Significant results as these are important, whether or not they’re struggling to survive!

To learn more about CBAM programs from Dingo, you are invited to visit Dingo at www.dingo.com or contact us directly by phone, toll free, at +1 888-346-4630, or by e-mail at bwilliams@dingo.com.