Basic knowledge of maintenance activities &

support guide for mining customer

(Revision 3)

Revision 1: 2009/12 Add Parts and component operation

Revision 2: 2011/3 Add Case study of site operation support
Revision 3: 2011/12 Add Inspection Point Sheet HD785-7 and PC2000-8
Refer figure 38 (50 page)

2011/12
Service Department
Product Support Division
 Contents:

Foreword

Part I Basic knowledge of mining maintenance activities

1.-Mining Maintenance organization general description
1.1.-Maintenance strategy
1.2.-Maintenance organization
1.2.1.-Work shop and field service (Operative area of maintenance).
1.2.2.-Planning & Scheduling
1.2.3.-Logistic
1.3.-Maintenance activities
1.3.1.-Maintenance working process flow
1.3.2.-Planning and scheduling
1.3.3.-Corrective Maintenance
1.3.4.-Preventive Maintenance (Periodical maintenance, backlogs and inspection)
1.3.5.-Predictive maintenance (KOWA, Komtrax Plus, KUC, etc)
1.3.6.-Proactive maintenance
1.3.7.-Components replacement
1.3.8.-Bucket/Dump body management
1.3.9.-Parts and component operation
1.4.-Training for the service personnel
1.5.-Operation practices review
1.6.-Operator Training
1.7.-Data collection (Downtime)
1.8.-Data analysis and report (Availability, MTBF, etc)
2.-Indicators and formulas for calculations
3.-Facilities, tools and materials
Workshop
Wash bay
Lube station
Lubrication, Service and fuel trucks
Service literature (Shop manuals, O & M Manual, Parts manual, PSN, etc)
Information and communications technology tools
4.-Mining service support function tree based on customer requirement

Part II Practical activities for mining customer support

1.-Availability improvement (KAIZEN)

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 1.1. - Collect Downtime data and availability trend monitoring.
1.1.1. - Basic Information required
1.1.2. - Design and strategy to collect the information
1.1.3. - Periodical data collection / daily reconciliation

1.2.- Downtime analysis.

1.2.1. - Downtime driver analysis.
1.2.2. - Estimate the Improvement.
1.2.3. – Carry out improvement.
1.3.- Evaluate results
1.4.- Case study of site support
2.-Support
2.1. -Quality issue feedback with the factory
2.2. -OEM and Distributor support
2.2.1.-Technical and field support (Troubleshooting, training, etc)

2.2.2.-JoiFUL program
2.3.-Dump trucks Payload policy.
2.4.-General Site Maintenance Process Check Sheet
2.4.1. – Maintenance Responsibility and Contract agreements.
2.4.2. – Working shift, number of machines and workers.
2.4.3. – Planning department.
2.4.4. – Preventive maintenance.
2.4.5. – Facilities
3.-IT system
3.1.-KOMTRAX PLUS
3.2.-R+M Care

Appendix
Glossary
General Site Maintenance Process Check Sheet
HD785-7
PC2000-8
Foreword:

The targets of this guide are:

Target of Part 1

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Give the basic knowledge of the mining maintenance organization and activities related to the
Komatsu mobile equipment to the beginner’s people in the product support or services
department of the OEM and Distributors in order to grow their experience and orientate them
to provide support to the mining customer with the right knowledge.

Target of Part 2
Provide the basic knowledge to the experienced support and service people of the OEM and
Distributors to utilize the maintenance information and KPI of the mining equipment
operation in order to carry out Kaizen activities increasing the equipment performance
(Availability, reliability) and customer satisfactions.

General
Service activities and support to a mining client differ in comparison to other customers due
to the large size of equipment; its quantities, continuous operation (24 hours and 365 days a
year) and direct relation to the productive process and the mine operating costs. In the mining
operation the maintenance budget is the first or second bigger budget of the total.

The mining customer in the major percent are global customer that have a standard operation
in the different mine site with strong application for safety, environment and fleets
management programs to assure high productivity with low operating cost in a friendly and
safe environment for workers and the environment often exceeding the local regulations.

This material describes in general the mining maintenance operations related to the Komatsu
equipment and intends to give the knowledge of the activities in this area with the
measurement indexes for mine site maintenance operation, related to the mobile equipment
use. The target is to give a general understanding of these activities to know how to approach
the support activities toward customer’s needs following the OEM’s requirements.

Independent of the way that the customer carried out the maintenance process, maintenance
job by them self service personnel or by Repair & Maintenance contract provided by the
distributor, concepts that are mentioned in this guide are similar in each mining maintenance
process, so that this is possible to understand better the support approach from Komatsu
organization to the customer in order to achieve the customer expectation and satisfaction.

The support activities from the distributor play a fundamental role to achieve the customer
success in the mine site operation and getting a strong and long relationship with the customer

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to open new business opportunities. The support from OEM to the distributors and customer
is very important in this relation to assure the win-win-win relationship from each party.

At same time the suitable communication and feedback between distributor and OEM is the
best way to improve the product quality in the least of time to give a faster reply to customer’s
requirements.

Part I: Basic knowledge of maintenance activities of mining

1.- Mining maintenance Organization general description.

The operations of the equipment at the mine site normally are continuous 24 hours daily
operation per 365 days per year and the quantities of the fleet of equipment are big. That
means that the intervals between the different maintenance routines are shorter than
construction area machine’s operation.
Example: If an equipment of the mine operates 22 hours per day and the periodical
maintenance intervals has been established every 250 operation hours. This means that the
equipment must have maintenance every 12 day, so about 2.5 maintenances per month. If the
fleet is composed by 36 units, then every month the service personnel will have to carry out,
90 periodical maintenances. To this we have to add the unscheduled failures events and the
other activities considered in the maintenance plan like components exchange and others
repairs (Buckets, dump bodies, tires, undercarriage, etc).

Considering this mine sites operation features, the maintenance activities are very frequent so
that require to be very well organized to design the maintenance plan considering all the
necessary resources and items to assure a good equipment performance and less production
interruption.

1.1.- Maintenance Strategy

The maintenance strategy is defined in the initial stage of the project planning. Normally the
Customer assumes some maintenance strategy, so they establish an organization to carry out
the maintenance program. In general the recommended strategy of maintenance is based in
preventive maintenance with addition of Predictive and condition monitoring maintenance
activities according to the features of the equipment operation and relevance in the productive
process to obtain a low operational cost and maximum productivity. In the last period the
trend of the maintenance strategy is toward (RCM) Reliability Centered Maintenance so the

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focus of the maintenance is on machine’s reliability to avoid the unscheduled failures due to
the costs effects of these events in the process. Thru the normal business operation cost chart
showed below, it is possible visualize the impact of unscheduled failures or breakdown
(Variable costs) over the business. In order to implement a good maintenance program the
information and indexes that allow evaluate the maintenance and equipment performance are
fundamental, therefore to establish an information collection and analysis process becomes
essential.

There are four types of maintenance would be considered to care mining machines:

1.-Corrective maintenance: Repair when a failure occurs.

The objective of maintenance organization must be to minimize and reduce the corrective
maintenance activities (Failures and accidents) through preventive, predictive and proactive
maintenance practices with the distributor and OEM support.

2.-Preventive maintenance: Repair before failure expecting time.

-Periodical maintenance activities, inspections and backlog.

-Components replacements.

3.-Predictive maintenance: Repair when monitoring conditions advices it.

-Oil analysis

-Condition monitoring

4.-Proactive maintenance: Avoid problem identifying the root cause.

-KPI’S and Downtime analysis and countermeasures implementation.

-Kaizen

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 $

Revenue
Profit
Total Cost
Repairs –
variable cost
that eats profit
Fixed Cost
Preventive &
Variable Cost Predictive
Fixed Maintenance Costs Maintenance

Variable Maintenance Costs

Variable Maintenance Costs
Output / Time
Variable Maintenance Costs
Normal Business Operations

Figure 1. General cost in a Maintenance Organization

1.2.-Maintenance Organization.

Distributor
Planning Maintenance Parts Monitoring Administration

Project Manager

Planner (2 shifts ) Maintenance Mgr Parts coordinator Tech coordinator Administrator

Scheduler (2 shifts) Maintenance Spvr (3 groups) Storeman Reliability engineer Contract
Tool store man Administrator
Shop technician
Safety
Field technician coordinator

PM Service man
Welder

Electrician

Figure 2. Ideal flow chart of a mining maintenance organization

To carry out the maintenance activities mentioned above is necessary to have an organization.
The maintenance organization structure will depend of each operation feature but in general it
is possible to identify the same areas or distribution for the different activities. The
maintenance organizations in general consider the following areas:

1.2.1.-Work shop and field service (Operative area of maintenance)

In case of the workshop and field service, the staff distribution will depend of the different
activities that the service personnel have to carry out. One of the ideal distributions is to have
different teams for the activities, like the following:

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Workshop maintenance team
In case of the maintenance activities the periodical maintenance is the most important activity
to keep the equipment in a good performance and at same time it is normally the only
opportunity to carry out corrections, inspections, backlogs as planned events due to the time
that the equipment is available for the routine maintenance. Often the maintenance
organization assumes the periodical maintenance as a routine activity, however there is more
implied than accomplish all those items described in the PM check sheet, the maintenance
organization should be focused in optimize the resources, assure the quality in the work done
and use the PM time to carry out preventive maintenance activities such as inspections and
backlog in order to avoid unexpected failures. Therefore this group should be led by people
with the enough technical expertise oriented thru best practices and safety.
The main goal of this group is make sure that machine does not fail until the next maintenance.
The success of this area of maintenance organization is usually measured by maintenance
program fulfillment (or maintenance program deviation) and scheduled downtime ratio (to
further information about these indexes refer to chapter 2 of this section).

Field service repair team

This group is in charge of performing the troubleshooting, diagnostic and repair of the
machines failures in field (mostly unscheduled events). Depending on the failure severity the
repair could be reassigned to the repair team. In that case the machine will be transferred to
the workshop. This activity requires expertise people in the equipment systems.
The main goal of this group is to fix the failure in the less time and the main indexes to
measure their effectiveness are MTBF and MTTR (to further information about these indexes
refer to chapter 2 of this section)

Workshop repairs team.

This group is in charge to carry out the long term maintenance plan, components replacements
by interval. In some cases can also participate of backlogs execution or high impact
unexpected failures repair.

One of the benefits of this distribution is the specialization of the people and the task time
reduction increasing the efficiency and if rotation of the personnel in the different teams is
implemented, that will increase the technical skill level improving the efficiency.

When the maintenance organization is responsible of a big machine population and different
kind of machines, it is common to divide the maintenance groups or fleet, normally defined
by the machines application: loading equipment (loader and shovels), electric drive trucks and
support equipment (dozers, graders, water trucks and excavators). In this case the organization
will be divided in groups for each application (for instance maintenance one organization for

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loading equipment and other for dump trucks), where every sub organization follow the same
structure described above. This strategy has the advantage to allocate more specialized people
for each kind of machine, however usually requires greater maintenance stuff.

In the mine site the work shift are different depending on the local regulations and location
(Isolated areas and environments condition). Normally the relation between equipment and
service people amount for mining equipment vary from 1.5 to 2.8 service personnel per
equipment (based in Chilean FMC experience) taking account of the complete group (Total
force of shifts: Manager, supervisors, planners, schedulers, Warehouse personnel, tools room
personnel, technical advisors, mechanics, electricians, welders and others).

Example: If a fleet is composed of 40 units the required service personnel to the maintenance
activities are between 60 and 112 total force and will be distributed in different shifts for 24
hours daily coverage, depending on the equipment features, environment conditions,
operation severity and shift time distribution.

The exact people amount will depend of several factors such as planned and scheduled
maintenance activities, unscheduled events expected, mine site location, environments
condition, local regulations, skill levels and others.

Using the same example of the periodical maintenance mentioned above: If a machine
operates 22 hours per day and the routine maintenance intervals has been define for every 250
hours of operation. This means the equipment should have maintenance every 12 days, so
about 2.5 maintenances per month. If the fleet is composed by 36 units that mean that every
month the service personnel have to carry out, 90 routine maintenances. If the average time of
each periodical maintenance is 12 hours and the personnel required are three for each
maintenance (considering a working shift of 12 hours), so the daily service personnel required
are 9 people only to cover the periodical maintenance activities (3 services per day). To this is
necessary to add the same people amount to the shift that will replace to this one during its
resting time, then the number should be duplicated (18 people).

Example:
- Total machines amount: 36
- Daily operational hours: 22
- Periodical maintenance interval in hours: 250 hours
- Periodical maintenance interval in days: = 250/22. 12 days.
- Periodical maintenance times during the month for each machine: = Month 31
days/ 12 days. 2.5 times
- Total amount of periodical maintenances for fleet during one month: = 36 x 2.5. 90.

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 - Daily periodical maintenances: = 90 / 31. 3.
- Periodical maintenance average time: = 12 hours.
- Service personnel required for each periodical maintenance: 3 people.
- Daily people required for the periodical maintenance (Considering working shift
for the people 12 hours): 9 people (3 services per day).
- This number has to be multiplied per two to cover the rest time of the people. So
number will be: 18 people.

Note: to have a right number needs to be considered the shift and journey distribution, and in
some cases if periodical maintenance can be carried out during night shift.

Besides, since this estimation just implies planned maintenance activities coverage, it is
necessary including the people required to carry out all the other maintenance activities
defined before

1.2.2.-Planning & Scheduling

This department is the responsible for all the planning & scheduling of the maintenance
activities (Periodical Maintenance, backlog management, Components exchange, planned
repairs and others). Depending on the amount and machines variety, the Planning &
Scheduling department might be organized in sections according to the diverse kind of
machines, for example different Planner and schedulers for loading equipment, dump trucks
and support equipment.

1.2.3.-Logistic
Normally at the mine site the logistic department is only one for the complete operation so
they are in charge of the arrangement with the different suppliers for the materials delivery or
the stock inventory managements. The maintenance organization provides the demand, timing
and all the requirements for the maintenance plan to the logistic department.

1.3.-Maintenances activities

1.3.1.- Maintenance working process flow

These flow charts describe the interaction between each area in a maintenance organization as
well as the progress of each activity. It is need a suitable communication between each area of
the organization to reach as final result an acceptable machine performance having the
machine downtime under control.

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Short term planning
Short term planning applies to periodic maintenance such as 250hrs, 500hrs, 1000hrs and
2000hrs. The short term planning and schedule should be shared with all relevant organization
(Operations, Maintenance) a week in advance.

Mine operation Planning / Scheduling Maintenance Parts Lead frame

1.Maintenance Periodical Maintenance 30 days before

Planning (500hrs,1000hrs,2000hrs) maintenance
Backlog, Product Improvement (FC)
Inf orm of maintenance schedule
(At last one week in advance)

2.Maintenance 30 days before

schedule Machine down Issue work order maintenance
scheduling

3. Preparation Parts order 30 days before

Distribute maintenance
parts
Prepare & confirm
parts needed Assign Labor & Shop space A week before
maintenance

4.Implementation -
Implement PM

5.Record Record Next day

• Down time
• Variance

Record

6.Reconciliation Next day

Reconciliation

Figure 3. Short tem planning activities flow diagram.

Long term planning

Long term planning applies to major component change out such as engine, transmission,
pumps, cylinder, etc..
This information should be shared with all relevant organization at least one month in
advance (figure 4).

Day to day job (Breakdown)

Breakdown events can not be estimated. The maintenance leader should consider how to
return the machine back in service quickly, and then have to feedback to planning department
about the root cause of failure and it respective corrective actions for the future improvement
or reliability control (figure 5)

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 Mine operation Planning / Scheduling Maintenance Parts Time frame

1.Long term Plan long term maintenance A year before

planning (Component changeout ) maintenance

2.Monitor SMR -

3.Long term Inform of long term schedule 90days before

schedule maintenance

Issue work order

4. Parts order Parts order

90days before
maintenance
Distribute parts
Confirm parts needed 14days before
maintenance

5. Preparation 14days before

Prepare tools & Jigs maintenance
Assign Labor & Shop

6.Implementation Machine down -

Implement long
term maintenance

7.Record Report Next day

Record • Down time
•Variance

8.Reconciliation Reconciliation Next day

Figure 4: Long tem planning activities flow diagram.

Mine operation Planning / Scheduling Maintenance Parts

Inf orm
1.Machine down Machine failed

2.Investigation
Not critical
Keep in backlog Investigate

Need repair immediately

Issue work order

3.Issue work order

Order parts
Parts?
N
Y Distribute parts

4.Repair Repair

5.Record Report
• Downtime, Variance
Record

6.Reconciliation
Reconciliation

Figure 5: Breakdown activities flow diagram.

1.3.2. -Planning & Scheduling

Normally in the maintenance organizations the responsibilities distributions are as the
diagram in figure 6 describes.

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 Operations Manager

Maintenance Manager

Planner

Scheduler

Supervisor

5 / 10 Year 1 Yr 3 Mth 1 Mth 1 Wk Daily

Maintenance Plan Plan Plan Plan Plan Plan

Long Term Plan Short Term Plan Locked-in Schedule

Strategic Tactical

Figure 6: Planning and scheduling activities evolution in time.

Planning:
The role of planner it is define what maintenance activity have to be done and how. This
includes open work orders and defines parts, procedures, documents, skills and resources.

Scheduling:
The role of scheduler is define when the planned activity will be executed and by whom.
Scheduling is the function of coordinating all the logistical issues regarding the execution
phase of the work.

With the same example mentioned before, Planning & Scheduling have a fundamental role in
the maintenance activities in order to assure the optimum resources utilization and that
everything is ready to carry out the maintenance activities at the right time. So these people
should be skilled with technical experience, ICT handling capacities and also able to
communicate with all the different levels in the organization.

In general Planning & Scheduling is responsible for:

- Design the complete short term maintenance plan (Periodical maintenance, Inspection and
Backlogs) and long term maintenance plan (Components replacements) indicating at same
time the resources and procedures required for each individual activity planned, then just
when all this has been already provided, to schedule the activity execution.

- Keep the record of all the activities and events realized, in order to use them in further
maintenance plan corrections and improvements activities.

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- Watch and analyze the equipment performance indexes or KPI’s and implement the
continuous improvements to assure the KPI’s accomplishment.

- Review periodically procedures and check charts applicable to the different maintenance
activities and make improvements according OEM advisements or upgrades, change of work
conditions, contract upgrades or new organization’s or customer’s requirements.

- Schedule and follow up all the Factory Campaign (FC’s) activities and report its
implementation.

1.3.3.- Corrective Maintenance.

It is also called unscheduled repairs. This cover all those activities related with repair
something that had already failed whether during operation or not, usually called out of plan
or unplanned maintenance activities. These kind of activities required specialized people to
assure the right time duration and the quality of each activity providing the feedback to the
planning department about these activities implementations difficulties, abnormalities
detection, remarks and others.

An important part of the field service team responsibilities is feeding back to the planning
department with the prompt and consistent information about the failure, thru good quality
field service reports. This will allow keeping an accurate tracking and control of machines
performance and reliability as well as will be the base for any further technical report (TSI or
other).
A good report is which has the enough information to understand the failure possible causes
and keep an exact register of downtime. Then the field service report should content the
following minimum information:

- Machine data (ID, SMR)

- Downtime data (date and time when intervention began and finished)

- Failure Information (kind of detention, system and subsystem affected, symptoms)

- Troubleshooting information (field evaluation results, parameters read at failure moment,

corrective actions)

- Parts used

1.3.4. Preventive Maintenance

Is a combination of tasks performed at a frequency determined according OEM

recommendations, machine history or life hours. The purpose of this activity is to keep the

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equipment under adequate standards by mean periodical revisions, corrections and preventive
replacement in order to avoid unexpected failures during normal operation.

Periodical Maintenance:
Include all routine repair or replacement activities done in a fix interval. Komatsu provides a
recommended periodical maintenance task list and frequency (Maintenance chart schedule)
for each machine model. In case of Komatsu equipment this interval is based on operation
hours using as main indicator the service meter reading (SMR). Depending of working
condition and severity of the operation some additional tasks are added to the periodical
maintenance.
The periodical maintenance plan is prepared by the planner or planning section considering
the complete work package to carry out the job. Work package have to consider the following
resources: Service personnel required for the maintenance, work procedures (including safety
instructions), scheduled time for each activity, check list (with items for write feedback
comments), required parts list, lubricants and special tools list, general materials and support
equipment.

Inspection:
It is the systematic and periodic visual checking of the machine in order to find defects or
failures in progress. The usefulness of the inspection will be determined by those two factors,
so the right plan develop will warrantee the frequency, while the inspection sheet and
standardization level the systematic level. Inspection are closely bounded to backlogs.

Backlog:
All such maintenance tasks, essential to repair, or prevent equipment failures, that have not
been completed yet. In general backlogs come from inspections, condition monitoring
indications, reliability analysis advises or OEM recommendations (FC ort PSN) and its aim it
is correct a problem in the most convenient time.
The backlog management has different stages:
1. Identify and prioritize the activity (open backlog): determining what is the most
convenient time to perform the activity, to this it is required to classify the backlog as
critical (urgent, must be fixed immediately) or not critical (can be scheduled for a
future maintenance activity). In case of not critical backlogs, a priority judgment has
to be done to decide the scheduled time, for example could be defined as follow:
a. High priority: during current week (there is a high probability that functional
failure occur before next PM)
b. Medium priority – 1 to 2 weeks (it is highly possible the functional failure does
not happen before next PM)

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 c. Low priority – 2 weeks to 2 months (failure is not functional or its occurrence
will be in long term) .
2. Plan the activity (how to do the job): It is a detailed program to achieve the end,
including, looking at resources (man hours and skills, space and tools), estimates time,
define procedures and parts required.
3. Schedule the activity (when to do the job): fix the date –usually coincident with other
PM- when the organization expects the task to be carried out, and when the resources
are available.
4. Execute and close backlog: after perform the activity, the maintenance people must
feedback to planning department with all the information relative to getting the goals
defined in scheduling stage.
5. Measure and Control: measure the total backlog accomplishment and take action to
improve it.

As mentioned earlier the Periodical Maintenance interval frequency is based on equipment

operation hours for example every 250, 500, 1000 or 2000 hours of operation of the
equipment but in some mine sites because the operation of some equipment is continuous (24
hours per day and 365 days per years) the daily working hours is approximately known so the
periodical maintenance plan is based on calendar days interval. For example if the equipment
works 20 hours per day, the 250 hours periodical maintenance will be every 13 calendar days.
This periodical maintenance plan modality is recommended for equipment that are closely
related to the productive process like dump trucks and loading equipment because the daily
working hours are regular. The advantage of this planning modality is the less interference
with the mine production plan due to organized dispersion of the periodical maintenances of
the machines during the month. The maintenance plan can be prepared in advance to
coordinate the date with production area and allow scheduling other maintenance activities or
backlogs simultaneously. In case of support equipment (dozers, graders and water trucks) the
operations hours will depend of the eventually operation requirements then are not so stable,
so in this case is recommended use the real service meter reading (SMR) like reference to
design the plan.

1.3.5.-Predictive maintenance

It implies the monitoring of one or more machine’s indicator and trough this analysis
determine when a maintenance activity should be performed to avoid an imminent failure. In
this regard the main tool to perform a predictive maintenance is the condition monitoring, but
is not the only one, also can be considered as predictive maintenance activities like Machine
Performance Monitoring, and Statistical Process Control techniques.

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The main advantages of this kind of maintenance are:

- Provides an opportune warning about a failure.

- Enhance machine’s availability, because usually does not require stop the machine.

- Avoid catastrophic failures, so reduces reparation (and some times warranty) cost.

Condition monitoring
This predictive maintenance method implies the measurement and regular trend analysis of
some specific parameters, which indicates the actual status of the equipment, system or
component, in order to schedule corrective actions in advance when there are evidences that a
failure is in progress. At difference of preventive activity, this activity not only can avoid
breakdown but also predict its occurrence time. Condition monitoring implies the
measurement, record and trend analysis of the indicator parameter.

Oil Analysis
In mobile equipments maintenance is the most utilized Predictive Maintenance, due to its
wide range of applications (wear analysis, chemical degradation and contaminants detection)
and utilization (engine, transmissions, lubrication and hydraulic systems, transformers, etc).
Normally the oil sampling is included in the periodical maintenance (Example: every 250
hours) for all the major components or system of the equipment (for instance engine,
hydraulic system, each front wheel hub and each wheelmotor transmission in a dump truck)
The oil samples are analyzed by a laboratory (External or internal property) which send back
a report with the results including some recommended action depending of condition. The
repetitive practice of this activity allows (watch the significant parameter trend and thru this)
to know or monitor the component condition helping to make the suitable decision in order to
avoid the failures or reduce its consequences. In this regard, Komatsu has provided the
KOWA (Komatsu Oil Wear Analysis) program for this predictive maintenance technique
using with the criteria for the different components and models. (For KOWA procedure refers
to the KOWA Procedure Manual - SELB100200).

Others Condition Monitoring Techniques.

The actual trend in this way for mobile equipment is to apply some innovative techniques like

- Vibration Measurement and Analysis

- Infrared Thermography

- Ultrasonic inspections
- Motor Current Analysis, etc…

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However any operational variable regular measurement in defined intervals and its trend
analysis is considered as a condition monitoring. One example: Blow-by pressure of the
engine. The Engine Blow-by pressure is a measurement of the gas pressure in the oil pan
caused by the gas leakage from each cylinder combustion chamber. During the engine life this
leakage is increasing due to the cylinder and piston rings wear. Watch this parameter behavior
during all the engine life will allow to know the component condition in order to take
decisions about proactive and predictive actions required, even in this case permit to estimate
the Overhaul time. In this regard, the regular PM Clinic carrying out are fine tools to get a
condition monitoring based maintenance.

Condition monitoring application in Komatsu Machines:

The most remarkable application in Komatsu mining equipment is Komtrax Plus system,
which is a powerful tool to monitoring condition based maintenance implementation. This
system records the parameter of the different components during the normal operation of the
equipment and in defined intervals. The data is transmitted via satellite or wireless
downloaded from the equipment and uploaded in the server (Web CARE). The analysis of
this data provides information to take a proactive or predictive action on the components or
equipment in order to avoid the failures or the consequences.
Other application, in case of the crawler equipment there is other condition monitoring
activity based in regular intervals measurements to know the crawler components condition
and the remaining life to prepare the replacements. In this case Komatsu provide the KUC
(Komatsu Undercarriage) program. (For KUC procedure refers to the KUC Procedure
Manual - SELA 1208-07).
Other examples of condition monitoring application in Komatsu machines are applicable to
tires wear control, pressure and temperature monitoring, brushes wear trend in electric motors
and generators, brake elements wear measurement, etc…

1.3.6.-Proactive maintenance
This kind of maintenance strategy is focused on the root causes instead of the symptoms;
eliminating problems from its root instead of wait until a problem take place to apply some
maintenance activity for solve it.
For instance the implementation of a strict contamination control program for lubrication
fluids, hydraulic fluids, gear oils and transmission fluids (oil contamination is one of the most
important causes of failures in mechanic systems). Other example, are those cases when,
although the root cause of failure is known, the solution is not available yet; in that cases to
minimize the machine down it is recommended to dispose an special stock of the affected part
or component and carry out periodical replacement before failure expected time until solution
will be provided. To do this process, the factory cooperation is required and needs to be
requested.

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1.3.7.-Components replacements

This is one of the most typical preventive maintenance application, it is based on the concept
that every component has a useful life. After this period the components need to be repaired
(Overhauled) or replaced by new one if the components have been repaired many times. As
explained earlier the operation exigency of mining activities doesn’t allowed to carried out the
overhaul of the components on machine (Down time to long and very costly for the mine
operation), so the components have to be replaced by a standby components. At same time
this activity is geared toward the Reliability Maintenance direction to avoid the component
failures during the operation. To know the exactly useful life of the components is very
difficult because depends of several factors (severity of use, ambient conditions, mechanical
system’s complexity, etc). In general Komatsu provide the estimated overhaul time as a
reference, but for each application needs to be corrected according to the behavior of the
components in his specific operation condition. For example: some engine manufacturer use
to recommend replacing the engine when 1 million of gallons have been burnt. In this case the
time when this condition be accomplished will depend on the application severity (load
factor), so even though the reference is same, the time will be defined by the application.

The optimum component’s overhaul time is that allows get the maximum useful operation at
lower overhaul repair cost. To reach this target –optimum component’s replacement time-
usually the reference estimated time is combined with the condition monitoring activities to
determine what it is the best time to replace. Once the interval of each component overhaul
has been defined, the plan to change those components is prepared. Depending of the fleet
amount, the components replacement plan, the repair time needed and repair workshop
capacity it is necessary to define how many stand by components are needed in stock.

Components
Interval Definitions
Task N° Model XXXX Interval
•Pass behavior 1 Engine 14000
•Estimation 2 Engine D 'Service 7000
depends of the 3 Engine C' Service (1500 after New Engine & D Check) 1500
severity (KIRD) 4 Radiator 14000

• Contract 5
6
Cooler Hydraulic
Cooler Trans.
14000
14000
•Condition 7 Cooler Brake 16000
monitoring (*) 8 Pum p Work Equipm ent #1 12000 Long term plan
• (*)agreement 9
10
Pum p Work Equipm ent #2
Pum p Sw itch
12000
14000 •Plan preparation
11 Pum p Steering/PPC/Control 12000
12 Pum p Transm ission-TC/ Brake Cooling 14000 •Pack preparation
13 Pum p Brake Apply (705-3A-29000) 14000
14 Pum p Aux(Em ergency) Steering # Top 18000
for each component

•Reduce the risk

•Change before failure is cheaper (Cost reduction)
•Increase the equipment reliability.
(*) It is not considered in the initial plan, but after
18machine has begun its operation.
1.3.8.-Bucket/Dump body management
The buckets and dump bodies are critical items since are exposed to the direct contact with
the material or minerals suffering impacts, abrasion wear, deformation and cracks during the
operation. Depending of the features of the material or mineral, application and operational
practices where the equipment are working the buckets and dump bodies will have different
durability intervals. After the buckets or dump bodies reached its useful life, must be repaired
(Overhauled) or replaced. During the operation is necessary to add periodical condition
inspection (Ultrasonic, visual, measurement, etc) to determine the optimum time (use hours vs.
cost of repair and cost of purchase a new one) of the overhaul or rebuilt for the bucket or
dump body.

The rebuilt repair for buckets or dump bodies require a long time (Normally between 2 to 4
weeks in case of mining equipment) due to the complexity of the job required (plate
replacement, reinforcement, welding rebuilding, alignment, machining, GETS and wear
package replacements, etc). So in mining due to the continuous operation of the productive
process is not operationally and economically convenient to stop the machine for a long time.
The rebuilt work versus the replacement work (Remove & Install) has not comparison. Due to
these reasons it is necessary to consider the adequate numbers of standby buckets and dump
bodies for the different fleets of the mine site.

Dump Trucks
As a general rule based in the examples and the experience, is possible to say that the
recommended for dump trucks is: 1(one) standby dump body for every 5(Five) to 10(Ten)
dump trucks of same model.

Figure 7: Stand by dump body and repair process.

19
Loading equipment
In case of loading equipment: Shovels, Excavators and wheel loaders a general rule based in
the examples and the experience, is possible to say that the recommended for loading
equipment is: 1(one) standby bucket for every 2 (two) to 4(four) loading equipment.

Figure 8: Stand by loader bucket and repair process.

The figure 9 shows some examples of the correlation between the total numbers of machines
and standby buckets or dump bodies to support the continuous operation of the equipment.

Dump trucks

Item Mine site Models Units Standby Dump Bodies

1 A 930E-4SE 28 5
2 B 730E-7 20 2
3 C 930E-4 11 1
4 D 830E-3 18 2
5 E 930E-4 27 2
6 F 930E-2/E-3 35 14
7 G 930E-4AHT 11 1
8 H HD785-7 20 1
9 I HD785-5 10 1

Loading equipments: Shovels, Excavator and Whell loaders

Item Mine site Models Units Standby Buckets

1 A PC5500 * 3 2
2 B PC5500 2 1
3 C PC5500 1 1
4 D PC5500 4 2
5 E PC8000 1 1
6 F WA1200-3 5 2
7 G WA900-3 5 2

* 02 Front Shovels; 01 Excavator backhoe.

Figure 9: Stand by dump body and bucket relation per fleet (source FMC in Chile).

20
Note: Regarding all the welding procedures must be carefully followed the instruction
described in the Komatsu Welding Manual I and II (SEBF140001 and SEBF15002
respectively) and PSN AA00046C. For any procedure not covered in these documents, please
contact to the respective Support Department for specific instructions.

1.3.9.-Parts and component operation

It is important to supply all the materials to carry out the different maintenance activities at
the right time. Administration of the materials stocks inventories as well.

A. Parts inventory
The different maintenance activities require parts to be replaced in the equipments. Those
parts must be at the right time and in place to assure the minimum detention time of the
equipments. To control parts inventory, following parts category should be stored by each
business unit. This idea is not different with FMC and Non-FMC because the purpose of parts
inventory is to minimize machine down and parts supply leadtime.

Site Warehouse Distributor branch OEM/PDC

 Consumable parts  Components for  Components
 Components for stand-by  Functional parts
scheduled job (i)  Consumable parts (ii)
 GET  FC parts
Figure 10: Parts supply chain in mining support.

*The quantity of parts must be considered logistics from supplier to the warehouse.

Route (i): Logistic route between site and DB branch should be created to meet with 24hrs
lead time. In case of the parts for unscheduled events are not available in the mine site, the
supply channels between the Customer and Distributor have to check the short lead time
option for the parts delivery to the mine site considering the review of the complete parts
delivery process for those cases (nearest parts distribution center, warehouse, transportation,
logistic in general, emergency order process, etc) to assure the minimum detention time of the
equipment due to waiting parts event.

Route (ii): Need to confirm with OEM for leadtime of parts to be ordered. If the leadtime is
too long, have to consider items to be stored in DB branch.

21
Case 1
The mining equipments operation consider a critical spare parts list and peripherals
components spare list that have to be available on site to reduce the downtime in case of
unscheduled events. Those lists have to be revised periodically with the events record of
the equipments to assure the maximum accuracy of the parts availability related with the
specific operational condition of the equipments in this mine site. The criteria to develop
the list have to consider the:

1. Recommended spare parts list provided by the OEM for the different period of the
equipments.

KOMATSU AMERICA CORP.

FAST MOVING
CUSTOMER :
HD785-7 ONE YEAR 6,000 HOURS
FIVE MACHINES Domestic Extended

Part Number Description Qty Qty Dnet List Dnet List

203-60-31100 ELBOW ASS'Y 2 0

561-16-81521 TUBE 1 0
07051-01000 CAP 1 0
02766-00606 HOSE 1 1
56B-43-12401 VALVE ASS'Y 1 0
02765-00339 HOSE 1 1
02765-00315 HOSE¤ 1500MM 1 1
561-60-82100 VALVE ASS'Y 1 1
07095-01245 CUSHION 4 4
07296-020A7 HOSE 1 1
561-61-84760 HOSE 4 2
07332-12400 COUPLING 1 0
07332-04000 COUPLING 1 0
7861-93-3320 SENSOR 2 1
56B-43-17340 VALVE 2 1
56B-43-17300 VALVE,ACCUMULATOR CHARGE 1 1
561-43-80501 VALVE ASS'Y,PROPORTIONAL 1 2
561-43-84113 TANK 1 0
569-16-61570 GAUGE 1 0
07051-01000 CAP 1 1

Figure 11: OEM Recommended parts list example.

2. The peripherals components and parts that could be repaired easily on the equipment
in the mine site (Turbocharger, fuel injection pump, injectors, alternator, starting
motor, sensor, relays, gasket, o-rings, hoses, etc) and the quantity related with each
model and number of equipments.

3. The periodical revision of the equipments events record and parts demand to update
the spare parts list.

4. In case of major components unscheduled events, the stand by components for the
components exchange plan and the Q.A.C. (Quality Assurance Components) provided
by the OEM have to consider this possibility to cover this problem allowing the
minimum interruption in the components exchange plan.

22
 B. Quantity of component for scheduled maintenance:
To decide quantity of component in stock and timing of changeout, the component changeout
history should be recorded. Also components that will be replaced in scheduled and
changeout interval must be decided before planning. On the other hand, decide who rebuild
components, leadtime to rebuild from return to receive.

Again here are items to be decided.

i. Decide component to be replaced on scheduled, required labor and machine downtime.
ii. Provider of components to be required for changeout
iii. Leadtime to get components from provider (From return to receive)
iv. Component changeout interval
v. Plan annual component changeout and revise with component changeout history.

Figure 12: Change out components history.

Figure 13: Components projection example.

Case2: Component change out schedule study

Condition:
 10 trucks, 10 month to changeout engine for all units
 Leadtime to get REMAN component: 3 month (from return to receive)

23
 Unit# Jan Feb Mar Apr May Jun Jul Aug Sep Oct
DT01 A0
DT02 B0
DT03 C0
DT04 A1
DT05 B1
DT06 C1
DT07 A2
DT08 B2
DT09 C2
DT10 A3
A0 – C0: Swing core
A1 – C3: Rebuilt engine
Figure 14: Components change out schedule.

In this case, there is no missing component if returning and receiving are going in good
standard. From this study, REMAN engine leadtime is a bottle-neck.

C. Stabilize machine availability

During scheduled component changeout, machine availability is going up and down. To
stabilize machine availability, component changeout timing has to be adjusted to meet with
suitable and acceptable level for your customer. Also you have to keep monitor machine
down reason regularly and its trend on your site to use its value as estimated PM and
breakdown. The first of all, calculate machine down required for scheduled minor and major
component changeout each component. And estimate downtime for mach8ine breakdown
event and PM for fleet wise. Below is one of example for availability estimation. According
to below matrix, lowest availability of fleet is 84%. The most of case of facing mining
customer, the distributor has to discuss about this situation before implementing OV. OV
timing adjusting should be depended on customer acceptance.

Figure 15: Machine down prospection.

24
1.4. Training for the service personnel.

The maintenance activities require knowledge and specialization to assure safely work of the
people and to improve the process and the efficiency, so training for the maintenance
organization could make a big effect in the improvement of machines performance. The
training time investment could vary depending on many factors (Specialization level,
equipment features, etc). The Maintenance organization have to consider a permanent training
program for the personnel, in safety, technical skill, service, Operation of equipment,
maintenance procedures and each matter related with the maintenance activities. The
distributor has to promote this activity and should be prepared to supply the training
requirements of the customer related with the equipment (Product, Maintenance and
Operation Training).

1.5.-Operational practices review

The operation practices have a big effect in operational cost and the equipment’s productivity.
That means the way of how the equipment are used can change dramatically the operation
cost of the equipment life.
For example: In a mine site where haul profile of dump trucks operation is downhill loaded,
when either propulsion or brake system of the equipments are not appropriately used, the
related components durability will be completely affected, modifying its repair or replace
interval.

So at the end the cost will be affected depending of the operation practices. For Service
Brake system (Wet multi-disc clutch) the durability under right operational practice could be
20.000 hours, otherwise not using the correct operational practice the durability could be not
greater than 10.000 hours, then the cost of the brake system repair or replacement will be the
twice during the equipment life. At same time that the equipment operational cost is affected,
the maintenance activities are affected too duplicating the labor and time requires to repair the
brake system during same period.

Therefore the operational practices must be kept under control by the maintenance
organizations using all the maintenance activities tools available as predictive and condition
monitoring, Komtrax Plus and Payloads information analysis, events records study, root cause
failures analysis and others.

The utilization of all this information is the best method to check the operational practices of
the equipment and apply a corrective countermeasures and improvements to keep the cost
under control. So it is very important that the maintenance organization be prepared to utilize

25
the information and apply the correction and improvements opportunely. The maintenance
organization has to guide the organization to have a permanent operators training program
using the information and recommendations to improve the operation.

1.6.-Operators training

With the importance of the operational practices of the equipment mentioned before the
operator training acquire a very important role in the mining mobile equipment operation. In
the mine site the fleets are compound by different equipment (Bulldozers, motor grader, dump
trucks, wheel loaders, shovels, etc) and models (-1,-2,…,-7, etc), so the operators normally are
assigned for operating several equipment types and models. So they need to be trained in
every different kind of equipment to ensure its optimal utilization.

1.7.-Data collection.

In the mining maintenance organization, one of the fundamental activities is the data
collection for the different equipment, record of the maintenance events (Down Time).

Normally to administer the data is utilized a maintenance management software (CMMS-

Central Maintenance Management System). To collect the downtime data, in some mines it is
utilized a centralized operation control system like Dispatch, Masterlink or Minecare.
Although these systems are designed as a tool to optimize the mining operation in real time,
one of their most remarkable features is its capability to interact –in some cases automatic and
continuously- with other CMMS systems, so trough it, it is possible to get all the information
required about downtimes history, production indexes, availability, fuel consumption, and so
on.

There exist many formats for the data collection but in a basic view the data contents are the
same in case of the maintenance area. This data will be used for different purposes:

- Equipment operation life cost

- Equipment operation performance evaluation

- Maintenance planning

- Productivity evaluation

In case of the data for maintenance, is based in events of the equipment (Down time):
- Equipment identification: Brand, Model, Serial Number, Alias or internal number
(this is the name used by the customer to identify each machine).
26
 - Starting and ending Date of the down time Events (by every machine).

- Starting and ending time of the down time Events (by every machine).

- Downtime event variation (reason because the difference between the current spent
time and its defined standard time or flat rate).

- Equipment system code and description related to the downtime event cause.

- Equipment sub-system and description related to the downtime event cause.

- Detailed technical description about downtime event cause and maintenance

actions performed.

- Materials utilized in the downtime event (Parts, lubricants, etc.).

Many others items can be included in the data collection but is important to consider that to
collect the information – manually or thru informatics system- it is necessary to establish a
formal process and organization responsible of this.

For example, in some organizations normally the Planning Department is responsible to

collect, sort, analyze and report operation and maintenance performance indicators
periodically. Nevertheless, whether planning department will be assigned as responsible on
this or some other department, this activity responsibility must be clearly and formally
defined.

Note: For a further understanding about the data collection requirements, please refer to
appendix: “Daily down time record form of AnTaiBao for Support Equipment” and “R + M
Care spreadsheet example” both attached to this document

1.8.-Data Analysis and Report

In this case this is a basic explanation of the data utilization for a maintenance process, using
a simple case to explain the methodology to use the data in improvements activities. The
improvement activities from this data usage are not only related with the maintenance process
as explained earlier in this material, but also related with the product quality, operation and
application practices in order to assure the maximum equipment performance at lower
operational cost. The use of this data is to increase the equipment reliability, improving the
maintenance, the product quality, the operational practices and machines application
according to data analysis results. So once that the cause of the frequent and major down time
of the equipment system is determined, the corresponding countermeasure must be focused in
avoid that same problem occurs again during the operation to assure the KPI’s target
achievement.

27
Step 1: With collected data analysis, to identify the system that has the major contribution
to the total down time (using a Pie chart by system distribution or Pareto chart), then this
system will have the priority to determine any countermeasure or improvement activity. This
analysis and down time reason follow up must be done permanently during maintenance
activities throughout all equipment operation life.
For example: in the Pie chart below the major percent of the down time for a D375 fleet there
is in the Undercarriage System (32%). So the system of major contribution of the down time
has been identified.
D375A-5 Dow n tim e pe riod March to Augus t, 2009

Cooling system GETS Lubrication

Engine
4% 0% system
3%
Hydraulic 1%
system
Transmission 4%
5% Undercarriage
32%
Fuel system
7%

Electric PM
8% 23%
Operator cab
13%

Figure 16: Downtime main system breakdown.

Step 2: Once that most critical system has been identified, a breakdown of the data is
necessary to investigate the origin of the down time reason.
For example: The Column chart below shows the break down of the undercarriage system
down time. So the first column of the chart indicates that the main reason of undercarriage
system downtime is the Trimming track shoes and the yellow color of the column means the
time that machine was down waiting parts.
100

90

80

70

60
Komatsu - others
Customer - (blank)
50 Customer - Waiting parts
Customer - others
Customer - No people
40

30

20

10

0
TRIMMING CAB FRAME SPROCKET TRACK TRACK SINGLE CENTER CARRIER TRACK SHOE SINGLE
TRACK SHOE TOOTH ROLLER ROLLER GROUSER BATH ROLLER GUIDE PLATE G.SHOP BOLT
ASSY SHOE ASS'Y BOLT

Undercarriage

D375A-5

Figure 17: Downtime main sub-system breakdown.

28
 Step 3: After the principal reason behind major time contribution has been pointed out, it is
required keep searching in down time record to find more information about the original
downtime cause.
For example: In this case with the detail of the down time record and searching the Trimming
track shoe the reason of this can be identified. Then digging in the details of detention it is
possible to find that the reason was that the track shoe worn out in one machine and was not
part available to replace, so the equipment was down waiting the part.

Model SMR General System System code Description Status Details of the detention Parts No.
L/H track fream tensioning
cylinder leakage for the sealant
damaged. That's because the 198-30-142701/ piece
D375A-5 6576 Undercarriage 752D TRIMMING TRACK SHOE others protected conver was losted 195-30-344201/ piece
The left track shoes is too loose
but can't adjust for the tensioning
cylinder is getting the biggest
place. Waiting for the new track 195-32-63120/1 piece
D375A-5 8451 Undercarriage 752D TRIMMING TRACK SHOE Waiting parts shoes. 195-32-63130/1 piece
The R/H track shoes is too loose
but can't adjust for the tensioning
cylinder is on the max
position(230mm). Waiting for the 195-32-63120/1 piece
D375A-5 8451 Undercarriage 752D TRIMMING TRACK SHOE Waiting parts new track shoes. 195-32-63130/1 piece
The R/H track shoes is too loose
but can't adjust for the tensioning
cylinder is on the max
position(230mm). Waiting for the 195-32-63120/1 piece
D375A-5 8451 Undercarriage 752D TRIMMING TRACK SHOE Waiting parts new track shoes. 195-32-63130/1 piece
The R/H track shoes is too loose
but can't adjust for the tensioning
cylinder is on the max
position(230mm). Waiting for the 195-32-63120/1 piece
D375A-5 8451 Undercarriage 752D TRIMMING TRACK SHOE Waiting parts new track shoes. 195-32-63130/1 piece
The R/H track shoes is too loose
but can't adjust for the tensioning
cylinder is on the max
position(230mm). Waiting for the 195-32-63120/1 piece
D375A-5 8451 Undercarriage 752D TRIMMING TRACK SHOE Waiting parts new track shoes. 195-32-63130/1 piece
The R/H track shoes is too loose
but can't adjust for the tensioning
cylinder is on the max
position(230mm). Waiting for the 195-32-63120/1 piece
D375A-5 8451 Undercarriage 752D TRIMMING TRACK SHOE Waiting parts new track shoes. 195-32-63130/1 piece

Figure 17: Downtime detailed analysis.

Step 4: After original cause has been found, make sure that it is the root cause and determine
what is the weak point in the organization that must be improved to avoid its occurrence again,
if could be predicted and how. Then design, implement and check the countermeasure.
In the example, the cause of the major down time contribution in the Undercarriage system
was waiting part because the track shoe worn out, but to apply the countermeasure is
important to know others factors. So before to prepare the countermeasure is necessary to
response the following questions.

- The durability of the parts is between the estimated ranges?

In this case there is not available a record of the Track shoe hours, so it is assumed that
parts hours are same that machine (8451 according SMR) when the failure occurred,
then the durability is between the estimated life. In case that the less than estimated, is
important to investigate with the next questions.

29
 - The operation and application of the equipment are according recommended standards
for this equipment?
In this case, it is assumed that both satisfied the OEM recommended standards because
the component durability has been according to estimated average lifetime.

- Has the maintenance been done according OEM recommendations applicable to this
machine?
In this case, it is assumed that maintenance has been performed according OEM
recommended standards because the component durability is greater than estimated
average lifetime.

- It is possible to predict this problem?

Yes, it is possible to predict utilizing a condition monitoring activity, periodical
measurement of the track shoe condition to project the worn out time (KUC program).

- How to avoid a similar occurrence in the future?

The track shoe thick measurement will be included within 250 PM activity, and
monitoring condition activity will be implemented based in these periodical
measurements in order to predict parts demand and perform the scheduled replacement
advance when trend indicates that track shoe thick will get its minimum limit before
next PM.

The different answer to these questions could change the focus area of the countermeasure in
order to the maintenance process that must be implemented cover all the areas to eliminate the
original problem (in the example, waiting part). For instance in the example case, applying
condition monitoring activity the time when will be required to change the track shoe can be
predicted, so if every question is responded the countermeasure have to be prepare
considering the complete activities (Product quality improvement, Operation practices
improvements or maintenance improvements) depending of the investigation results.

It is important to understand that the countermeasure have to be an integrated solution for the
complete problem, answering all the questions above. For example: if the estimated life of the
track shoe is not between than estimated, the condition monitoring activity can avoid the
waiting parts downtime, but the repetitive track shoe replacements (with a less than expected
life) will increase the downtime and the only difference will be the change from unscheduled
maintenance to scheduled maintenance (Corrective to Predictive), affecting anyway the
maintenance cost and machine availability.

30
On the other hand, the information analysis not only should be focused in the availability
impact of downtime (amount of hours), but also in the impact of frequent events on the
reliability, which, although is not always related in the availability results, has an important
impact in the customer confidence on the product. For example, figures below shows how the
same events and information analyzed from different point of view have different
interpretation, the duration (hours that reparation takes) it is directly related with availability
but frequency (number of failure events during a period) affects reliability. In the charts below
a system with high amount of downtime hours but few detentions (i.e. engine) has a low
maintainability, while a system with not a downtime not so significant compared with the
number of events (i.e. Electrical) has a low reliability.

Downtime distribution according to System (affecting Availability)

200
180
160
Total of Hours

140
120
100
80
60
40
20
0
AUTO LUBE
BRAKE

COMFORT
ENGINE

OTHERS
SUSPENSION
STRUCTURES

CONDITION

OPERATOR
ACCESSORIES
STEERING
GROUP

HYDRAULIC
ELECTRICAL

CAB
AIR

System

Breakdowns distribution according to System (affecting Reliability)

160
140
Number of Events

120
100
80
60
40
20
0
COMFORT

HYDRAULIC
ELECTRICAL

BRAKE

CONDITION
ENGINE

SUSPENSION
AUTO LUBE

OPERATOR

OTHERS
ACCESSORIES
STEERING

STRUCTURES
GROUP

CAB
AIR

System

Figure 18: Availability and Reliability analysis.

31
2.-Indicators and formulas for calculations

The planning of a mine site operation and productivity considers between others, the
utilization of specific equipment fleets with the evaluation of the applications, productivity
and the life time that the machine will be operated. To reach the production levels that were
planned, the available time to work of the equipment is considered between defined rates. So
this is one of the reasons to use the index of the available time compared with the Calendar
time (Availability %) in a machine in order to assure the planned production of the mine
operation. At the same time is used to evaluate the equipment performance and maintenance
efficiency.

To evaluate the available time and others indexes, the following definitions are used to make
the calculations.

Calendar Time (CT)

Available Time (AT) Down Time (DT)

Mobile equipment

Utilized Time (UT) No Unsche

Operating
Scheduled duled Scheduled
Operating Standby
Production Loss Loss (SL)
Operating Time (OT) Delay (OS)
(NSP) (UL)
(OD)
Figure 19: Performance indexes matrix.
Definitions:

- Calendar Time (CT): Total hours in time period (in a non-leap year calendar
year time equals 8760 hours). Normally, it is in monthly
hours based.

- Available Time (AT): Total hours that machine is available for work.

- Down Time (DT): Hours that machine is not available for work.

- Scheduled Loss (SL): Hours the machine is scheduled for maintenance.

- Unscheduled Loss (UL): Hours that machine is scheduled to work and is

unavailable due to unscheduled maintenance.

- Operating Standby (OS): Hours that equipment is available and scheduled for
work but not being utilized due to external factors.

- No Scheduled Production (NSP): Hours that equipment was scheduled to not operate to
meet production requirements.
- Utilized Time (UT): Hours that the equipment has an operator and was
available to work.
32
- Operating Delay (OD): Hours that equipment is being utilized but not producing.

- Operating Time (OT): Hours that equipment is performing its primary function.

Key performance Indicators:

From the equipment point of view, to evaluate the performance, the item to be considered will
be the availability and utilization.

- Availability: The availability is the percentage ratio of the available

time and the calendar time where the machine has been
available to work.

Availability (%) = Calendar Time (CT) - Down Time (DT)

Calendar Time (CT)

Note: The availability calculation in some cases has a variation depending if there is a maintenance
contract with a 3rd party. So in these cases some times the contract excludes some systems
maintenance responsibility and the downtime related to this system. To differentiate the both
availabilities the name change to Physical Availability (includes all downtimes) and Contracted
Availability (include only the downtime under maintenance contract responsibility).

- Utilization: The Utilization is the percentage ratio of the Utilized

time and the available time where the machine has been
used to work.

Utilization (%) = Utilized Time (UT) .

Calendar Time (CT) - Down Time (DT)

- Scheduled Ratio: Is the rate of time dedicated to make preventive or

predictive maintenance activities over all its downtime
during a defined time, and it is defined according the
formula below.

Scheduled Ratio (%) = Scheduled Loss Time (SL) .

Scheduled Loss Time (SL) + Unscheduled Loss Time (UL)

Note: As the objective of a reliable system is to reduce the unscheduled detention time and frequency
(corrective maintenance), it is desirable the highest scheduled time percent, however in the real
application an 70% scheduled time ratio is acceptable.

33
Other items widely used to evaluate the equipment performance (reliability and
maintainability) and the maintenance efficiency is the Mean time between failures (MTBF)
and the Mean time to repair (MTTR). Some times the availability (%) could be in a high but if
the times in which the machine was down due to Unscheduled Lost (UL), even with low
duration of each breakdown, are high, that means a production interruption with a hidden lost
due to the change in the planning and re-accommodation of the activities efforts each time
that machine down. So in others words, if the total machine downtime is low but the
frequency is high the time to re-accommodate the production plan of the equipment at this
moment is big due to be unscheduled, so this will cause more problems in the production than
the total downtime length itself.

The MTBF and MTTR are measured in a monthly base.

- Mean time between failures: Usually referred as Reliability, is the average interval of
the total numbers of breakdown in a working period of
the equipment.

MTBF = _ Utilized Time (UT) .

Number of Times of down time by Unscheduled lost (UL)

- Mean time to repair: Usually referred as Maintainability, is the average time

of the total number of times of breakdown and the total
time required to repair the equipment in a working period
of the equipment.

MTTR= Unscheduled lost (UL) down time .

Number of Times of down time by Unscheduled lost (UL)

Figure 20: simple KPI’s chart example.

34
3. -Facilities, tools and materials

Basically the facilities requirements for the maintenance activities need the same
consideration of any mechanical systems machines (Contamination isolation, manipulation
devices, cleaning facilities, etc) but in case of the mining equipment the size are bigger than
the construction areas machine, so the facilities requirements need to be in relation with the
size and weigh of the equipment and its components (Workshop dimensions, overhead crane
weigh capability, tools, etc).

Workshop
These facilities should be able not only to hold the machine during its maintenance activity
but must also be able to provide the minimum conditions required to perform all the different
activities with the highest safety to the people and machines (dry air supply for tools,
adequate electric power and protections, safe lifting devices, enough illuminations, warning
advisement signals, etc).

Besides, the workshops at the mines site are according on the features and quantity of the
equipment existed or future equipment projection (Expansion planning).

Figure 21: Workshop examples.

35
Example: with the same case of before, if there are 36 units of trucks that are working 22
hours per day the number of periodical maintenance every 250 hours of operation will be 90
per month. That means that every day they are required to do 3 maintenances. If the average
of the periodical maintenance duration is 12 hours each so 2 bays of the workshop will be
used for periodical maintenance only every day. The distribution of the workshop areas are
generally depending of the maintenance activities. Periodical maintenance area, repair area,
welding rebuilt area, tire repair area, Machining shop, batteries room, tools room, offices,
ware house and others.

Wash bay
In the mining operation, the conditions for the equipment operation are very hard, so
frequently the equipment have to work in dusty or muddy areas. The accumulation of dust or
mud in the equipment and its components, make difficult the maintenance activities due to the
contamination in case of parts replacements or visibility in case of the inspections (Detection
of leakage, cracks, lack of lubrication, harnesses disconnection or short circuit and
others).Washing of the equipment, before each periodical maintenance is very important in
order to assure the quality of maintenance and inspection. The adequate washing facilities are
indispensable for the maintenance activities.

Figure 22: Mining operation conditions and washing bays.

36
Lube station
As explained earlier in this material, the periodical maintenances routines are very frequents
due to the continuous operation in the mine sites. The number of adequate lube stations, have
an important role in the optimization of the detention time and the quality of the periodical
maintenance (Refill and drain of Oils and coolants, lubrication, etc.).

Figure 23: Lube station standard.

Lubrication trucks
Some equipment can not be moved until Workshop during a lubrication maintenance activity
because its size or transport does not allow it (i.e. Shovels or big excavators) or just because is
not convenient (time require to refill a machine is less than time requested to move the
machine to workshop), so for those applications lubrication trucks are required to carry out
the coolants or oils refill and daily or periodical lubrication activities in the field. Those
auxiliary machines must to accomplish strict quality standards in order to assure the enough
quality of the lubricant provided and keep isolated the dust or external pollution agents
finding in the field. (Refers to figure 24)

Fuel tank truck

Similar to described above, all the machines propelled through a diesel engine need an
opportune fuel oil supply, although the mostly equipment can be moved until a fuel fill station,
some others (for similar reasons described in last item) can not do it, so fuel tank trucks are
frequently used to perform this activity. (Refers to figure 25).

37
Figure 24: Service trucks for lubrication in field

Figure 25: Fueling shovel on site

38
Service trucks
Necessary for the field repair when equipment can not moved to the workshop or for the short
repair in the field.

Figure 26: Different service trucks application

Service literature (Library)

In the maintenances activities, the information like the shop manuals, operation &
maintenance manuals, parts books and parts and service news information have to be
available for the mechanics and the service personnel for the frequent consultation. The
information must be updated with the last one and keep in the best condition.

It is also recommended to have the adequate upgrade of all the informatics library tools, in
some places it is very common to access to this information through field stations located in
some specific places into the workshop.

39
 Figure 27: Technical information available in site (paper and software).

Information and Communication Technology tools (ICT)

All the different machines have on board a control systems (KOMTRAX PLUS, Komtrax,
Payload meter I/II or III, Cummins Insite tools, GE PTU software’s for Invertex or Statex III
systems, Interface Module real time monitoring tools, etc). capable to record and display
essential information about technical failure events, operational parameters and statistical
information in some cases allowing to make a real time monitor of the most important
operation parameters, these systems are a very powerful tools applicable to any maintenance
activity, not only corrective but also preventive, condition monitoring analysis or proactive
maintenance. The information recorded in those system memory, could be frequently
downloaded from those onboard monitoring systems trough serial point to point or remote
wireless connections simply by mean a laptop, so for all maintenance organization to have
this hardware and software tools in a enough amount to cover all fleet requirement is
considered as a basic condition.

Figure 28: ICT tools available for maintenance in Komatsu Machines.

40
 4.-Mining support function tree based on customer requirements

The Product Support Engineer needs not only understanding the mining operation but also
support to compliance of customer requirements such as maximum production at minimized
cost. The chart below shows a breakdown for mining support functions and explains the
necessary capabilities for achieving mining customer satisfaction. Also this chart illustrates
that capabilities brought by whom and by what with typical actions. When you are needed or
required the concrete support to mining customers, review this function tree chart and find the
action that you can do and you need to do for your customer.

(◎)Non-FMC
USER DB OEM
Mining Maximize Optimum Site Design ◎
Support Production
Optimum Machine Spec ○ ◎
Optimum Site Operation ◎
High Availability High Quality
machine ◎
Availability Monitoring Optimum Sufficient Instruction
-R&M Care -Monthly report Maintenance & Training
(Manual) ○ ○ ◎
-Others
Preventive Maintenance
(Komtrax Plus, KOWA) (◎) ◎ ○

If we find bad machine Optimum Repair & Maint.

-Clarify Down Time Reason Plan (R&M Care) (◎) ◎ ○
-Take C/Measure
-Sufficient Labor/Facility
-High Skill Labor (troubleshoot) (◎) ◎ ○
Easy & Quick High Repair Performance
Repair (Tools & Manual) ○ ◎
-Quick Part Supply
-Stand by (QA) Component ◎ ◎
Optimum OV Compo Preparation
Preparation (EQP-Care ) ◎ ○

Optimum Machine Operator Training

Operation ○ ◎ ◎
Minimize Low -Keep High Availability
Cost and Repair Cost
Maintenance -Utilize Reman or Rebuilt Comp ◎ ◎
-Optimum OV Timing (VHMS)

Low fuel Cost Low fuel consumption

Machine (Design) ◎
Efficient Operation Proposal or JWP to improve
fuel consumption ○ ◎

Figure 29: Customer Support Tree.

41
 Part II: Practical activities for mining support

1. Availability Improvement (KAIZEN)

Keep a profitably machine availability is one of the most important issues for the mining
customers operation. In this regard, to obtain improvements thru sustainable activities, there
are some key factors closely related to the customer satisfaction.
The machine downtime information is fundamental to understand the performance of
maintenance abilities, machine quality level and its usage on the actual operation. The figure
blow shows the most common root causes of fail getting availability target and what actions
should be done for the improvement for each case.

<Cause of high downtime> <Root cause> <Action for improvement>

I. Machine failure Product quality related i. Feedback quality issues to OEM

ii. Implement temporary fix provided by OEM
(1)
Lack of maintenance
i. Review and revise maintenance item
(2)
ii. Improve maintenance record method

Incorrect usage (Abuse) Operator/operator trainer training (3)

II. High component Lack of serviceability of i. Improve service materials

(2)
Removal& install R&I ii. Develop jigs and toolings
hrs
Existing waste time i. Optimize the number of service technician
Labor waiting ii. Resign stand by component (2)
Parts waiting iii. Expand service shop, manage shop usage
Shop waiting

Figure 30: General low availability cause diagram.

There are three types of viewpoint to improve availability where the three relevant parts
(Customer, Distributor, and OEM) must be involved all together to sustain improvement
activities. These are:
- Product quality
- Maintenance operation
- Working machine operation

The responsible area in general for action taken is distributed according to the below matrix
depending if the maintenance is performed by customer (non FMC) or distributor (FMC).

Maintenance and Repair Contracts (FMC) Customer Distributor OEM

Product quality - Low High
Maintenance operation Medium High Medium
Working machine operation High Medium Medium
Figure 31: Maintenance responsibility matrix for FMC organization.

42
 Maintenance done by Owner (Non FMC) Customer Distributor OEM
Product quality - Low High
Maintenance operation High Medium Medium
Working machine operation High Medium Medium
Figure 32: Maintenance responsibility matrix for owner maintenance.

To increase availability, downtime has to be reduced. To identify actions needed to improve,

the following process is effective.

1. Collect downtime data and monitor trend of availability

2. Analyze downtime (Pareto chart)

Prioritize the subject for KAIZEN

3. Detail analysis (Variance cause analysis, Deviation analysis) More KAIZEN

4. Make action plan and carry out actions (Log sheet)

5. Evaluate KAIZEN result

Figure 33: Availability improvement process from KAIZEN focus.

1.1.-Collect downtime data and availability trend monitoring.

The availability data monitor and collection are the basic activity for improvement.
Otherwise, if not enough information is available, is not possible to design a pin-point
action plan for improvement.

Availability GAP, WA1200 5units

100%

80%

60%

40%

20%

79% 74% 72% 78% 79% 73% 75% 70% 66% 77% 74% 67% 82%
0%
07/1 07/2 07/3 07/4 07/5 07/6 07/7 07/8 07/9 07/10 07/11 07/12 08/1
Gap 12.1% 13.7% 15.9% 11.5% 9.2% 13.5% 11.9% 14.5% 8.9% 4.8% 14.3% 13.8%
0
Physical 78.7% 74.4% 71.7% 78.3% 78.6% 72.9% 75.1% 69.9% 66.4% 76.6% 73.7% 67.1% 82.0%

Figure 34: First step, collect information.

43
1.1.1. Basic information required.

Information required Description Used for

Machine Information Model, Serial#, Customer unit# To calculate availability
Date, downtime and uptime for To categorize the downtime
Downtime information machine down driver and prioritize for the
action and next analysis.
System (Code for component), Maintenance, repair (Break
Affected system and subsystem
phenomenon down), Scheduled overhaul
Describe the nature of failure To calculate Reliability indexes
Type of activity (Status)
and/or maintenance activity
Detail about downtime causes To analyze downtime reason
and corrective actions and make a KAIZEN for waste
implement time reduction
Description of downtime event Waste time:
(1) Waiting for labor, parts,
shop, etc.
(2) Labor productivity
Explanation of causes behind Identify maintenance efficiency
the difference between current problems
Variance Cause
expended time and standard
time.
Parts used (description and Inventory control and
Parts Information quantity) in maintenance improvement.
activity
Customer or Komatsu Make difference between
Categorization of responsibility physical and mechanic
availability.

The attached sheet for downtime data record should be used as model.
*R+MCare has the function to keep the downtimes record and to analyze them. This
maintenance management software can be utilized if is available for your organization.

1.1.2. Design and strategy to collect the information.

Clarify about when, where, what, who and how everything this will be done before
starting improvement activities.

1.1.3. Periodical data collection / daily reconciliation

This action is required to guarantee the information accuracy, that will allow take the
adequate corrective action. Reconciliation/categorization should be done DAILY. The
data should be collected at least monthly.

1.2.-Downtime analysis

1.2.1. Downtime driver analysis

Create the pareto chart by system (Component) to identify the subject which is
prioritized for improvement. Then start digging into the detailed analysis.
44
 Case study 1: WA1200 5 units, downtime analysis for 2007/1-3

Pareto chart for WA1200 2007/Jan-Mar

250 100%

200 80%

150 60%

100 40%

50 20%

- 0%

E@G2 500HRS
K@A4 Brake
3A10 TIRE

ZU28 Bucket
MOUNT PIN

4760 FRONT
CYLINDER

Apply Pump
7112 BOOM

FRAME
HEAD
A100

PM
Downtime %

Comment: It is decided to follow up the items Boom pin, Bucket and PM for
KAIZEN activity
Figure 35: Step 2 in Kaizen Activity case.

The downtime can be categorized and sorted into three reasons.

- Product quality
- Maintenance operation
- Working machine operation

a. Product quality. Into this category can be classified all those issues which machine
did not meet the specifications or lifetime defined by the manufacturer. If the main
downtime reason according to Pareto chart prioritization analysis is related to a
product quality issue, the following actions should be taken.

・ Issue TSI to report quality issues.

Distributor OEM

Failure Issue TSI Investigation Provide

Quality issue follow
improvement
up flow
Apply
improvement

Figure 35:Product issue report reporting process.

・ Prepare the stand-by parts or local designed provisory solution until definitive
resolution become released from factory to minimize the machine down due to the
quality issue raised. Consider the stand-by parts location on site or on distributor for
the size of parts, R&I hrs, Mechanic station, etc…

45
 ・ In case of frequent breakage due to a quality defect, consider periodical parts
replacement before failure until final solution be provided. Thus you will have
controlled your reliability doing Preventive maintenance instead of corrective.
Actual examples: 930E wheelmotor replacement every 3500 hrs due to premature
planetary gear failure or HD1500 damper replacement every 3000hrs

b. Maintenance operation: Can de classified under this category all those event that
a. Could be prevented or foretold.
b. Were caused directly by a wrong or careless action during a previous repair.
c. Were caused by the use of a wrong selected or non genuine part.
d. Its repair time can be noticeably reduced or optimized.

In addition, if the main prioritized from the pareto chart has been judged as maintenance
operation, the can also be unclassified by reason thru the variance cause analysis by using
the downtime record according to the table below.

Cause: waiting for Improvement Action can be carried out by;

Review and ensure necessary number of mechanic.
Labor
Check process of assigning mechanic and mechanic station location.
Shop Study shop space usage. Review quantity and location of tool and material
Parts Review parts stock quantity and location. Stand-by bucket preparation

Examples
1. CASE A. Analyze waiting time in the downtime for the event.

Case study 2:
(Item 1) Boom pin replacement due to boom pin seized, pin and bushing were
replaced.

Pareto chart for WA1200 2007/Jan-Mar

250 100%

200 80%

150 60%

100 40%

50 20%

- 0%
E@G2 500HRS
K@A4 Brake
3A10 TIRE

ZU28 Bucket
MOUNT PIN

4760 FRONT
CYLINDER

Apply Pump
7112 BOOM

FRAME
HEAD
A100

PM

Downtime %

Comment: Boom pin related downtime is the top from Pareto during the period to investigate
and the resolution for pin related down is needed to improve machine downtime.

46
Recorded data Analysis (case study continuation…)

To understand the root cause of machine down, investigate detail cause by categorized with
actual repair hour and waste hour. Below information is for boom pin down time detail with
categorization.

Downtime Comment
Bushing had to be cut out and cold fitting process was required for bushing
No Variance (Actual job) 30
installation
186 There was no nitrogen gas in the work shop. And activity was standby until
Waiting for tool
nitrogen gas was carried from another site.
Total 216

From above information, no nitrogen gas at site was a downtime driver of boom pin repair.
Recommended action: Nitrogen gas stocked in the site

(Item 2) Bucket related downtime

The 3rd driver was “Bucket repair”. The individual event for it was investigated and found they
didn’t use spare bucket instead of bucket repair. They repaired bucket on the machine and
the machine had to be waited for bucket repair. This repair time itself is waste time.

Digging the event, time study

can be applied just in case.

Before Kaizen (56 hrs)

32.5hrs for actual 23.5hrs for
job waiting

After Kaizen (12 hrs)

Action: Spare Bucket
12 hrs for actual
job

Recommended action: Use spare bucket instead of repair the damaged one on
machine.

47
2. CASE B. Labor productivity analysis (Deviation analysis)
Make a time study to clarify the job process efficiency and take the necessary action to
minimize the waste time

Case study 3: (Item 3) PM process improvement

The time study was made

to verify the 500hrs PM
with correct process.

Before KAIZEN (facts) shift shift

Downtime:21hrs change change
Washing
machine 3H 3H 6H 9H 12 H 15 H 18 H 21 H
SN: #50016
SMR: 20386 18H
11/Apr/2007
Preparation of repair parts after
Improvement Opportunities: machine in workshop.
• Parts preparation before machine down
• Eliminate Job transfer to next shift
• Waiting for next shift and fitter

KAIZEN
After KAIZEN
Downtime:14hrs 11H
SN: #50058 No job transfer
500hrs PM completed
SMR: 4778
11/May/2007 preparation of repair parts
before machine in workshop in one shift
KAIZEN

More sustainable
KAIZEN Target = 9H
Target Total =12H
Machine down time Target Total =12H
minimize

Monitor KAIZEN progress by downtime

Before KAIZEN (7/06-1/07) During KAIZEN (2/07-7/07) After KAIZEN (8/07-12/07)
Total Total Downtime/ Total Total Downtime/ Total Total Downtime/
Downtime event event Downtime event event Downtime event event
500hrs PM 225 10 22 194 11 18 211 14 15
Downtime per event was reduced from 22hrs to 15hrs by follow recommended actions.

48
2. CASE C. Improve and develop special jigs and tools.

Case study 4 : Develop new jig, prepare necessary tools

Work equipment pin installation procedure (Service Tips ST07-016)

If not following thru this procedure, pin would be failed in early hrs

49
 c. Working machine operation. Applicable to those failures caused since machine has
been operated beyond the limits and instructions specified by manufacturer. The control
action in this case is recommending the machine optimum usage to prevent failures by
abuse and overload.
- Correct usage of functions on the machine
- Correct working operation by the machine
- Prevent prohibited work

Case study 5 Improve loading operation

07H95 ( #50029 ) 07H97 ( #50057 )
Bfore After Bfore After
Bucket pass 5 5 5 5
Cycl Time (Sec) ( average ) 38.5 34.3 33.2 34.5
Total Loading time( Sec)( average ) 154 137 132.5 138
Dump pay load meter ( average )( Ton ) 186 196 183 191

Recommendation
(1) Utilize boom holing function and bucket digging
technique

(2) Keep adequate distance from truck and eliminate pivot steering. And
straight approach to truck for loading.

Straight approach

2.2.1. Estimate the improvement (make an action plan)

The estimation of availability improvement should be done before implement any other
action. Also it should contain a projection of the improvement effectiveness.

2.2.2. Carry out improvement

The subject to improve should put into the log sheet with a responsibility definition for
each engage party, customer, distributor and OEM

50
 Figure 36. Estimation of availability improvements as part of Kaizen project

Item Quality Maintenance Operation P.I.C. Target Action required Competion

Oil leakage on
x DB 8/30/08 Issue TSI 8/30/08
cylinder
Prepare factory parts on
OEM 9/30/08 9/30/08
site
Monitor all machines by
x x All 1/31/09 1/31/09
using WebCare
Periodical
machine visual x Customer Every 250hrs
inspection

Figure 37: Example of log sheet.

1.3- Evaluate results.

Confirm the effectiveness of improvement by monitor the availability at least for 90 days
quantifying the progress. In addition, compare the gap between the plan and the actual result
of improvement. If the improvement is not enough according to the expectation, carry out
further action and re-start planning continuously until get the desired results. After the
improvement has been achieved, the implemented and successfully tested actions must be
standardized to make permanent effective the improvement.

51
1.4-Case study of site operation support

We introduce a site operation support activity at one mining customer and distributor.
This case can be helpful and useful for the distributor who has inexperienced mining service
operation.
The idea of this support came from machine repair before serious and to prevent similar
failure of other units that working in the same site. Below chart is the organization idea for
support.
KOMATSU
SSC / PS Div. / Factory
Distributor Customer

Study Recommend
Inspection Maintenance/
•Temporary countermeasure Repair
•Permanent solution Inform Report

Machine DAILY
DOWNTIME
FMC Check RECORD
Standardization
(Feedback )
Roll out to
Check Sheet
other units

Study Recommend Recommendation/ Maintenance/

Inspection Repair procedure
•Temporary countermeasure Repair
•Permanent solution Inform Report
NON Machine DAILY
DOWNTIME
FMC Check RECORD
Standardization
(Feedback )
Roll out to
Check Sheet
other units

Figure 38: General diagram for product support activities.

Basic activities on above organization are below.

(1) Inspect machine came in work shop and create machine inspection reports when finding
failures not recognized before coming in.
(2) Insect informed failure on the machine,
(3) Send report to OEM for review and recommendation. And repair the machine.
(4) Compile reports to Check sheet for other units and inspect other machine coming in work
shop for PM and other repair by using this inspection sheet. If found similar failure
according to the sheet, repair the failure before serious or put this repair job into backlog.

This activity is aiming to prevent unexpected failures and to put repair job onto scheduled
work.

52
Site support under FMC, the distributor should be done (1) to (3). Under non FMC or non
contract, mainly distributor and OEM would be done (1), the customer would repair the
machine, create inspection sheet by distributor and inspection should be done by customer.

Figure 39: Example of machine inspection report

This inspection report is not only to express the portion required to repair and also repair
instruction.
Report item should be contained;
 Model-type-serial#-unit#
 SMR
 Inspection date
 Report#

53
  Title; should be contained phenomenon and failed portion
 Contents of failure: Failure contents as much as possible
 Pictures: One for overall and others for close-up
 Parts# for repair
 Priority A: Immediate action required
B: Repair by chance, Backlog
C: Monitor

Figure 40: Example of machine inspection sheet. This sheet is especially for inexperienced people and it shuld
be easy to understand for them.

Figure 41: Inspection points check list example. This sheet should be one set with inspection sheet (photo). If
inspector is familiar with inspection, this sheet is better for them.

54
The purpose of this inspection is to prevent serious failure, so the inspection interval would be
every PM (250 or 500hrs).

According to the inspection result, prioritize action.

Below sheet is to record the inspection result and mark actions to be carried out by unit. This
record is useful to understand which items are action required and action has been done.

Figure 42: Example of standarization matrix based in inspections.

2.-Support

The Komatsu product support organization gear is not only related with machine’s quality
issues but also and optimum equipment utilization. The customer expectations about support
activities are not only quality improvements & highest machine performance, but there are
wide ranging expectations such as how to make maintenance job, trouble shooting, training
and co-work develop new equipment, safety and environment care, etc.
The accomplishment resulted by those activities affect the trust and customer retention.

2.1.-Quality issue feedback with the factory

The quality issue feedback is the first trigger to improve the product. KOMATSU already
has the quality issue resolution process but nothing happen without the feedback from the
field. The people who take care of the customer site have to understand quality issue
resolution process and what are the expectations about them regarding to provide the
feedback.

55
Quality issue resolution process

TSI: Komatsu prepares the Quality information

Quality issue feedback & TSI
gathering tool.
*TSI (Technical Service Information) is the most
useful.
See attachment for required information for TSI.

Failure investigation This process starts when the issue which the
& failed parts recall by factory factory identified is serious. The failure mechanism
is investigated based in TSI plus failed parts. The
failed parts are very important to understand failure
mechanism and to find its root cause. To keep the
failed parts is the basic action for the quality
resolution.

Once identified the root cause, the action starts the

Provide issue resolution
process to issue a PSN (Parts and Service News) if
(PSN, FC, others)
the failure reported is serious and would affect also
to other units. If the factory notices that the issue is
more serious, give serious damage on the customer
business and problem fix is required as fast as
possible, FC(Field Campaign) would be released.

Implementation To implement the modification should be done

timely manner before failure. The implementation
plan should be worked with the maintenance
planner and you give him the required labor hours
for the modification.
SMAP
For quality issue feedback to the factories, Komatsu has developed the SMAP system where
the mean to provide the information about a quality problem is the TSI (Technical Service
Information) and ETSI (Essential Technical Service Information). At the same time the
system contains the information of improvements and Specific (PSN, QTQA, TPI, etc)
information to improve or solve some problems occurred in some fields. The target of the
feedback information is to generate improvements in the product to reach the Customer
satisfaction and to register the different cases and solutions (online available information) to
help to solve or improve the machine performance in other fields.

56
The opportunely and quality of the information provided from the field help in the lead time
to solve the Quality issues on the machines. This is one of responsibilities of the OEM’s or
Distributor’s Product Support people, so the work on field and investigation to get the
maximum and detailed information of the events that affect the machine have an essential
importance. For more explanation of the SMAP system operation refer to the SMAP online
manual. The information that will be provided in the report consider the Machine information,
condition (SMR), ID, working condition, maintenance condition, System affected,
components or performance affected with clear phenomenon and the notification description,
cause of the problem, solution and specific request to the factories plus the different file
attached like a photos, oil analysis and others.

Products improvements (PSN, FC and others)

As mentioned earlier in the SMAP system is contained relevant information and news related
with product improvements and factory campaigns, so it’s important to check regularly if
there already are news related to the problem that you are looking for. The improvements are
notified in Parts & Service news which those contain the complete procedure instruction to
implement the improvement or the factories campaign. In the next figure show examples
about Parts & Service new and Service letter for a factory campaign.

57
58
 FC No.T7030
SERVICE LETTER 02.08.2007.

To: KEISA

Subject:REPLACEMENT OF BRAKE WEAR GAUGE

Claim Termination: 12.31.2007.

*after the date, claim can not be accepted automatically.

Applicable Product: Total 0 units

Action Required ( Service News Category : A-2 ) ( P&S News No : AT06390 )

There are possibilities of oil leakage by wrong positioning of O-ring on Rear Brake wear
gauge and also of damage by insufficient adjustment of mounting position on Front Brake
wear gauge and guide. Please modify these in accordance with this service news

Parts Procurement
Related parts send from MOOKA PLANT

Instruction for submitting claim

FCNo. T7030 Failure Code : 2D00FS

Warranty Allowance
SMR PARTS LABOR(h) MILLAGE MISCELLANEOUS
0-9999 NO 2.00h YES YES

Check table of the serial numbers of the applicable

( order by model,type,serial )
machines
No. Applicable machine model Serial No. Subsidiary Dist. Country User name

59
2.2.-OEM and Distributor support
With the description of the equipment operation and utilization features for mining activities,
any problem related to the equipment (Maintenance, Operation, Application, and Quality) like
has been described in this manual could produce a negative impact in the productivity and the
operational cost, affecting the customer’s business performance and Komatsu business
opportunities. So the OEM and distributor support activities play a fundamental role to reduce
the risk and assure the customer’s success. If we realize that variables like maintenance,
operation, application and quality affect the equipment performance then is possible to
understand that the OEM and distributor’s product support has to be an integrated support
including all the variables that affect the equipment performance. So the frequent
communication and visit to the customer are between the best methods to know opportunely
the areas where the Customer requires support. In this orientation Komatsu has developed
some tools to help in the communication between Customer, distributor, subsidiary and OEM.

2.2.1.-Technical and field support (Troubleshooting, training, etc)

The support activities include the technical support in the field, that consist in to enhance the
mine site service people technical skills in troubleshooting, maintenance, repairs, information,
interpretation and knowledge about Komatsu machine’s software, literature and systems.

Training
There are two training categories. The first one is the internal of for distributor’s technical
stuff training and the other one is for customer’s technical stuff, machine operators and
operator trainers.
However, although the basic objective of any training activities plan design is to convey the
mean to apply an acceptable process, techniques and procedures in their maintenance
organization, once reached, these goals should be sustained in the time thru training activities
as well. Then the training program provider should consider an evaluation system of their
skill level, determine a score card and check it, then according to the results implementing the
refresh training.
That means that training is not a spot time action, should be always sustainable. Periodical
level checking and sustainable training follow up actions are the key to get it.

<Idea of training system>

1. Assessment of people who will be trained (Score card)

2. Establish training program to meet with the individual skill level
3. Training
4. Evaluate the skill level improvement
5. Follow up training

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2.2.2. –JoiFUL (Joint Follow-Up Log)
This activity consists in periodical meetings between the Customer, Distributor, Subsidiary
and OEM in the different levels of the organizations in order to follow up the advance of the
different issues established in the starting meeting. JoiFUL is not one way communication and
one side game such as the counteraction for complaints. JoiFUL is to propose solutions and
recommendations for the customer profit and to find those with customer proactively. And the
agenda of the meeting should be prepared for each level of meeting. The purpose of JoiFUL is
to build WIN-WIN-WIN relationship in between each party with contributing for the
customer business by the support from Komatsu group continuously.
The most important points for JoiFUL’s success are to share the same information, to keep
the follow up log, and to discuss with the relevant parties by using logs include due date and
responsibility.

Top JoiFUL;
Term: Yearly
Participants: Top management of each party (Customer, Distributor, Subsidiary and OEM)
This meeting is to come up with the direction from top managements for the meeting agenda
should cover from the customer point of view;
1. Strategy and policy
2. Cost reduction
3. New model development and special product
4. Fleet organization, etc.

Management JoiFUL;
Term: Quarterly
Participants: Management of business unit, Director
This meeting is to discuss about the practical things from KPI, and the issue resolution. The
output from the meeting should be; practical action for issue resolution to achieve KPI which
the customer is managing. Items for this level meeting are;
1. Availability and Reliability
2. Productivity (cost/ton, ton/h, etc.)
3. Fuel consumption
4. Effective machine usage, etc.

Job site JoiFUL;

Term: Monthly
Participants: Manager for the practical business
The meeting items should be issues which came from day to day business for the maintenance
operation.

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 1. KPI’s performance.
2. Maintenance plan revision.
3. Technical issues solution
4. Component life, REMAN
5. Operator training
6. Parts availability, etc.

JoiFUL (Joint ollow-Up Log) Activity

Joint Follow-

Customer Subsidiary
DB/Dealer OEM Agenda, Evaluation
- Share of strategy & policy
Top - O&O cost reduction
- New Model Development
JoiFUL - Fleet Organization
- Safety, Environment

Periodic Meeting
Communization of operation data
Management - Availability
- Productivity ($/m3, m3/H, t/H)
JoiFUL - Fuel Consumption
- Effective Machine usage

- Maintenance , OV Plan
- Preventive Maintenance
Job Site - Operator Training
JoiFUL - Quick Technical Solution
- Component Life, REMAN
- Parts Availability

★ Centralization of information
Key Words : Common / Prompt / Correct / Communication

Figure 43: Joiful meetings matrix.

Customer:
Attendees
Distributor: Customer Distributor Subsidiary OEM

Meeting Date:

TOPIC ACTION PLAN RESPONSIBILITY IMPLEMENTATION STATUS

DATE
Next Meeting:
-

Meeting N°: 01
-

Figure 44: Joiful meetings Template and log sheet.

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2.3.-Dump trucks Payload policy

Overloaded hauling in the actual operation of mining trucks would result that shorter life of
machine and its components and serious impact to the safe operation.
It is important to prevent unacceptable situations and it is necessary to select mining trucks
with secure conditions before selling.
If you would like to adapt local dump body or modification on it locally, you need to contact
to KAC Mining Division for 730E and up or KLTD CETC2 for HD1500 with Body
Application Worksheet for acceptance.
(1) Need to confirm before selling mining trucks
 Haul profile
 Body Application Worksheet* (Attached)
(2) Loading policy

Definitions:
• Rated GVW (Gross Vehicle Weight) includes the chassis, tires, accessories, lube, fuel,
operator, payload and any excess material buildup.
• EVW (Empty Vehicle Weight) includes the chassis, tires, accessories, lube, fuel, operator,
any excess material buildup, but excludes payload. If truck modifications are made, a new
EVW must be established.
• Rated Payload is the resultant difference of rated GVW minus EVW. Since many of the
components that make up GVW and EVW can be variable throughout any given time period,
it is highly recommended that regular EVW measurements be taken to monitor the required
Rated Payload target.
• Overload refers to any payload amount in excess of the calculated Rated Payload.
Komatsu Loading Policy

The mean of all payloads for any calendar month shall not exceed the Rated Payload as
defined below:
Rated Payload = Rated Gross Vehicular Weight
Less Actual Empty Vehicular Weight consisting of:
1. Chassis weight including tires
2. Body including liners, sideboards, etc.
3. Weight of fuel, lubricants, fluids, and operator
4. Weight of accessories and options

5/10/10 (Five, ten, ten) for 730E, 830E, and 830E-1 AC

• Overloads between 105% and 110% of Rated Payload are allowable on an infrequent basis
but shall not exceed more than 10% of all loads in a given month.

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• No single overload greater than 110% of Rated Payload is allowed.
• The Rated Payload for each specific application is dependent on the actual EVW resulting
from the respective truck configuration.
Following is a graph (Figure 45) illustrating an acceptable distribution of payloads on a
monthly basis.

Figure 45: 5/5/10 payload distribution

10/10/20 (Ten, ten, twenty) for HD1500-7, 860E, 930E-4 and 930E-4SE, 960E
• Overloads between 110% and 120% of Rated Payload are allowable on an infrequent basis
but shall not exceed more than 10% of all loads in a given month.
• No single overload greater than 120% of Rated Payload is allowed.
• The Rated Payload for each specific application is dependent on the actual EVW resulting
from the respective truck configuration.
Following is a graph (Figure 46) illustrating an acceptable distribution of payloads on a
monthly basis.

Figure 46: 10/10/20 payload distribution.

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2.4. -General Site Maintenance Process Check Sheet
The aim of the check sheet is to evaluate objectively the site condition related with the
equipment maintenance operation. There are different points that will give a better idea about
how the maintenance activities are been carried out and what are the weak areas where is
necessary to make an improvement. The cheek sheet supplied here is a summary based in the
experience taken from different mine sites maintenance operation, so will give a good
reference to make an inspection of the mine maintenance operation and provide support in the
improvements of any weak detected area. The followings are the main topics of a
maintenance organization evaluation.

2.4.1. -Maintenance responsibility and contracts agreements

To start the check of the maintenance operation of one mine site is very important to have a
clear picture of who is in charge of the maintenance and if there are contracts agreements with
a third parts in order to determine clearly each maintenance activities responsibility area and
performance guarantees. If there is a clear responsible for each maintenance activity is
possible to give support to the responsible of each maintenance activities. At the same time is
very important to know what kind of KPI’s will be use to orientate the support toward
customer’s target. For example if the maintenance is done by the Customer service personnel
the support activities must be aimed at the Customer but, in the other hand, if there is a
Maintenance Contract with the distributor or another third part, the support activities for the
Maintenance process must be aimed at the personnel in charge of the Maintenance.

2.4.2. -Working shifts, numbers of machines and workers.

Continuing with the check sheet points, the working journey, machines model and quantity
and number of maintenance personnel give a better idea of the Maintenance coverage
capability related with the models and quantity of machines. The relation between the number
of maintenance personnel and number of machines is very important to assure the
maintenance activities execution, but the relation will be depend on the different activities that
the maintenance group have to carry out (Periodical, maintenance, Components replace, Tires
repairs, failures repair, undercarriage repair, structural and work equipment repair, etc.).
Based in the experience (Chilean Distributor’s maintenance and repair contracts) the relation
between service personnel and machines amount is between 1.5 to 2.8 people for each
machine.

2.4.3. -Planning Department

As mentioned earlier, the preparation of the different maintenance activities is fundamental to
assure a good machine performance reducing the downtime and operational cost. Depending
on the fleets and the characteristic of equipment is necessary to have a planning organization.
Some of the most important activities of the planning department are the Work package

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preparation for each maintenance activities, the backlog management and the KPI (Downtime,
availability, reliability and maintainability) analysis and control (refer to item 1.3.2 of section
1 of this manual). The successful achievement of these activities needs to be proved.

2.4.4.-Preventive Maintenance
In the check sheet appears the basic preventive maintenance that have to be executed in the
maintenance operation. It is important to check the periodical maintenance and components
change plan intervals, Inspection, PM Clinic, KOWA (Oil Analysis), Undercarriage KUC
measurements execution quality and accomplishment. (refer to item 1.3.3 of section 1 of this
manual)

2.4.5. - Facilities.
The facilities mentioned in the check sheet are the basic required facilities for to have a good
quality maintenance execution. (Refer to item 3 of section 1 of this manual)

3.-IT systems

3.1.-Komtrax Plus

Komatsu KOMTRAX PLUS (Vehicle Health Monitoring System) is a system tool to support
mining equipment. It has two functions of advanced diagnostic to lower machine operating
cost. One is the health monitoring that can keep maximum health condition by conducting
preventive maintenance & repair according to events to be corrected before they cause
extensive damage. It is like a “General Practitioner”. Another is the machine operating
management like a “General Hospital”. Cumulated numerous
machine and system information improve machine availability,
productivity and machine component life. Komatsu’s technology
based on KOMTRAX PLUS information is available to make an
optimum scheduling of inevitable component overhaul that will
slash repair costs, downtime and risk of catastrophic failure.
KOMTRAX PLUS is designed to work on Komatsu Dump trucks HD465 class and up,
Bulldozer D375 class and up, Wheel loader WA600 class and up, Excavator PC1250 class
and up in the high utilization mining operation throughout the world.

KOMTRAX PLUS data analysis by distributor as “General Practitioner”

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 KOMTRAX PLUS stores information into 6 categorizes;
Event history, Snap shot data logger, Trends, Component
load map, Operation histogram and Payload meter data. By
integrating numerous sensors on each machine,
KOMTRAX PLUS monitors around 30 items of health
statistics for trends, and total 600 records of event history
stores. It can be accessed by personal computer or via
satellite communication. This helps service personnel
rapidly review a history of past and potential problems to
expedite the troubleshooting process and to make a repair
scheduling.

WebCARE machine management as “GENERAL

HOSPITAL”

Designed for comprehensive analysis of the machine health condition and severity of
utilization, WebCARE is a database on the Web site for a large amount of KOMTRAX PLUS
information and other monitored diagnostic data as well as
Oil & Wear analysis result. This database is accessible by
Komatsu’s divisions that work together to provide technical
support to distributors. It is also accessible by registered
distributors and helps them. And to motivate machine users
before brake-down is clearly the most profitable way to use
machines longer while saving operation cost.

3.2.-R+M Care

R+M Care is the repair and maintenance contract management tool which is provided by
Komatsu. This tool is not only the contract management (Profit and Loss, budget control,
planning and implementation of the machine maintenance, etc) and also KAIZEN activities.
This tool can be utilized on the secured network within the distributor and Komatsu. The
major functions of R+MCare are following.

(1) Repair and maintenance planning and optimization

Maintenance plan (long term, short term and breakdown) and those scheduling can be
managed.

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(2) Profit and loss analysis
R+MCare has a function to analyze the profit and loss by comparing with budget costs
(income) and actual costs for the machine maintaining. So it is possible to make a cost
forecasting and KAIZEN.

(3) Availability analysis

The downtime information (Downtime, causes, variance against STD hrs, etc.) can be
stored and can make downtime analysis for causes, component use and variance causes
to improve availability.

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Appendix

General Site Maintenance Process Check Sheet

Daily downtime control sheet

(1) Appendix 1
Inspection Point Sheet for Mining Machine
・This inspection point sheet was issued based on the failures which occurred in MMJV of
PNG.
・You should check this sheet at every periodical maintenance.
Equipment Model
・HD785-7

・PC2000-8
This is first volume.
Equipment model and contents will be expanded.
We will be updating the inspection point sheet.

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 HD785-7 Inspection Points Around Machine A-1
A-1 OK NG A-2 OK NG A-3 OK NG A-4 OK NG A-5 OK NG
Fog Lights Front Lights Steering Hose O-rings Wheel Chocks LH side rear lamp
Breakage Breakage Oil Leak Missing - Breakage Breakage

A-6 OK NG A-7 OK NG A-8 OK NG A-9 OK NG A-10 OK NG

Hoist Cylinder Hose Hose Steering Valve Frame stopper Rear Suspension Cylinder
Crack Twist - Crack Oil Leak Breakage Low Gas - Oil Leak

A-11 OK NG A-12 OK NG A-13 OK NG A-14 OK NG A-15 OK NG

Main frame Steering bellcrank Steering Arm Pins Upper Tag Links Rear grease bracket
Crack Wear Pins - Bushes Wear - Lack of Grease Wear - Lack of Grease Crack - Injector Leakage

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