GENG5505 (Sem1, 2023) - Major Group Project Marking Guide

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Project Name:
Tutorial class attended:
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CONTENT ASSESSMENT CRITERIA

Marking Very Fair Good Excellent

Poor
Executive Summary (Maximum 1 page)
Clarity & conciseness 0-1.5 2 2.5 3 3.5 4 5
Executive Summary - Total /5
Section A: Case study writing (Approx. 1,500 words)
Clarity & conciseness of project background 0 4 5 6 7 8 10
Quality & relevance of research material (i.e. info/facts) 0 4 5 6 7 8 10
Total Section A /20
Section B: Case Study Analysis (Approx. 2,500 words)
Introduction (clarity of purpose & conciseness) 0-1.5 2 2.5 3 3.5 4 5
Use & relevance of theories, models & frameworks 0 4 5 6 7 8 10
Depth of analysis, clear & logical argument 0 4 5 6 7 8 10
Total Section B /25
Section C: Recommendations to the case (Approx. 2,000 words)
Use & relevance of theories, models & frameworks 0 4 5 6 7 8 10
Relevance & justification of recommendations 0-2.5 3 3.5 4 5 6 7.5
Insight & synthesis, clear & logical argument 0-2.5 3 3.5 4 5 6 7.5
Total Section C /25
Conclusion (Maximum 1 page)
Logical summary 0-1.5 2 2.5 3 3.5 4 5
Conclusion - Total /5
Table of contents (compulsory), references & appendices
Appropriate table of contents, appendices & references 0-1.5 2 2.5 3 3.5 4 5
Table of contents, references & appendices Total /5
Group meetings (agenda & minutes)
Relevance & consistency of issues & outcome 0 4 5 6 7 8 10
Clarity, conciseness, team reflections and leadership 0-1.5 2 2.5 3 3.5 4 5
Group meetings (agenda & minutes) - Total /15

TOTAL GROUP MARK /100 ___________%

Additional comments (if required):

 Pinjarra Alumina Refinery Gearbox Upgrade

A PROJECT MANAGEMENT CASE STUDY

The University of Western Australia

GENG5505 Project Management and Engineering Practice

Group F, Wednesday 12PM

Clarice Antero 22257702
Shouvik Barua Pratik 23869695
Angus Bruce 22263236
Nadine Bussell-Ali 22977205
Evan Byrne 22557629
 Acknowledgement
We wish to acknowledge the invaluable time, effort and insight provided by Alcoa Reliability
Engineers, Ken Donovan and Gabriel Voon. Ongoing correspondence with Ken and Gabriel
was instrumental to gaining insight into these facets of the project and enhancing our learning
experience of practical project management. We would also like to express our appreciation
for their assistance in organising the invaluable site visit to the Pinjarra Alumina Refinery.

Report Section Word Count

Section A 1602
Section B 2571
Section C 1767
Conclusion 324
TOTAL 6265

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Table of Contents

Acknowledgement ..................................................................................................................................................2

1 Executive Summary ......................................................................................................................................5

2 Figures ............................................................................................................................................................6

3 Acronyms .......................................................................................................................................................6

4 Section A: Introduction.................................................................................................................................7
4.1 Background.............................................................................................................................................7
4.2 Stakeholders ...........................................................................................................................................8
4.3 Project Justification................................................................................................................................9
4.3.1 Economic .......................................................................................................................................9
4.3.2 Environmental..............................................................................................................................10
4.3.3 Social ...........................................................................................................................................10
4.4 Budget and Timeline .............................................................................................................................11

5 Section B: Case Study Analysis ..................................................................................................................12

5.1 Introduction ..........................................................................................................................................12
5.2 Concept .................................................................................................................................................12
5.3 Planning ...............................................................................................................................................13
5.3.1 Planning and Risk Assessment ....................................................................................................14
5.3.2 Scope of Work and Communication............................................................................................14
5.3.3 Timeline .......................................................................................................................................15
5.4 Execution, Monitoring and Controlling ...............................................................................................16
5.4.1 Communication............................................................................................................................16
5.4.2 Procurement Management ...........................................................................................................17
5.4.3 Time, Cost and Scope ..................................................................................................................18
5.5 Finalisation...........................................................................................................................................19

6 Section C: Recommendations .....................................................................................................................21

6.1 Stakeholder and Communication management ....................................................................................21
6.2 Scope Management...............................................................................................................................23
6.3 Time Management ................................................................................................................................24
6.4 Risk Management .................................................................................................................................25
6.5 Cost Management .................................................................................................................................26

7 Conclusion ....................................................................................................................................................28

8 References ....................................................................................................................................................29

9 Appendix ......................................................................................................................................................30
9.1 Appendix A Site Map .........................................................................................................................30
9.2 Appendix B Bayer Process Flow .......................................................................................................30

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 9.3 Appendix C Project Proposal: Replacing Lower Feed Screw drives to MDE ..................................32
9.4 Appendix D Engineering Drawings...................................................................................................33
9.5 Appendix E Project Scope of Work....................................................................................................34
9.6 Appendix F Maintenance Workpack..................................................................................................41

10 Annex .......................................................................................................................................................45
10.1 Annex A Post-Facility Tour Meeting with Ken Donovan and Gabriel Voon ....................................45
10.2 Annex B SWOT Analysis ....................................................................................................................46
10.3 Annex C Group Meeting Minutes ......................................................................................................47

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1 Executive Summary
This report critically analyses and recommends potential solutions for
Alumina Refinery gearbox upgrade project with respect to the project management frameworks
used throughout its four stages of implementation. There are three sections to this report:
Section A, which outlines the project background, including its relation to the Triple
Bottom Line (TBL)
Section B, which discusses and analyses the project life cycle stages
Section C, which delivers recommendations that could be made for the project

The upgrade is part of a strategy to phase out the obsolete Holroyd and Radicon gearboxes and
swapping them out for SEW gearboxes. The scope was proposed by reliability engineers and
installation was conducted in-house with an internal Alcoa team. The project has been ongoing
since 2021 with the finalisation due to be completed by 2025.

Section B of the report identified several issues involving the lack of project management
frameworks and models in the stages of concept, planning, execution, and finalisation. The
greatest setback the project experienced was a breakdown in communication between operators
and engineers. Ongoing issues were identified throughout the project, including procurement
and communication. Potential solutions to these issues were proposed as recommendations.

Due to thorough documentation in the concept and planning phases, which clearly outlined and
involved all stakeholders, the project was able to run relatively smoothly in the execution
phase, with minor issues. These issues were able to be quickly problem solved without having
significant impacts on the overall project budget and timeline.

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2 Figures
Figure 1 Pan filters at Alcoa's Pinjarra Alumina Refinery photographed during the site visit
(Donovan & Voon, 2023) .......................................................................................................... 7
Figure 2 Four stages of implementation for the gearbox upgrade ............................................ 8
Figure 3 Schematic of the project management life cycle ...................................................... 12
Figure 4 Section of work pack detailing job scope and boundaries........................................ 15
Figure 5 Gap between the shafts (L), nominal gap with tyre coupling (R) ............................ 17
Figure 6 Installed gearbox with supports on base ................................................................... 20
Figure 7 Progression Report example ..................................................................................... 22
Figure 8 Sample Gantt chart example ..................................................................................... 25
Figure 9 Cost estimating accuracy (Hartley, 2018) ................................................................ 27
Figure 10 Calciner 6 LFS Drive Set Up .................................................................................. 33
Figure 11 Calciner 5 LFS Drive Set Up (modified after Calciner 6) ...................................... 33

3 Acronyms
Acronym Meaning
BOM Bill of Materials
LFS Lower Feed Screw
PMC Process Maintenance Coordinators
PPE Personal Protective Equipment
SEW SEW-EURODRIVE
SKU Stock Keeping Unit
SOW Scope of Work
TBL Triple Bottom Line
WBS Work Breakdown Structure

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4 Section A: Introduction
This section of the report addresses the .
This is completed to provide the necessary context of the project.

4.1 Background
Aluminium is one of the most versatile, lightweight metals. Alumina is the primary feedstock
for aluminium and is extracted from bauxite (Australian Government, 2023).

refineries, producing ~4.7 million metric tons of alumina per annum (Alcoa, 2021). The
refinery site (Appendix A) is located within the Peel region, south of Perth, Western Australia.

Figure 1 Pan filters at Alcoa's Pinjarra Alumina Refinery photographed during the site visit (Donovan & Voon, 2023)

Like most
process to refine alumina from bauxite ore. This involves several key steps, including bauxite
grinding, slurry storage, digestion, clarification, precipitation, filtration and calcination
(Appendix B) (Alcoa World Alumina Australia, 2005). In the final three stages of the Bayer
process, slurry from the precipitation process is sent to the filtration building and fed through
pan filters (Figure 1), which are large, horizontal disc filters that pull caustic liquid from the
slurry mixture, leaving dry, white powder (known as aluminium hydrate). The hydrate is sent
to calcination where the aluminium hydrate is heated to ~1000ºC to remove H 2O molecules
attached to the aluminium hydrate, leaving the desired product of aluminium oxide, known as
alumina (Alcoa World Alumina Australia, 2005).

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At the Pinjarra Alumina Refinery, aluminium hydrate is fed into the calciner via lower feed
screws (LFS), which ensure steady and controlled flow of the raw material. Gearboxes are used
to control the speed and torque of the motor that drives the LFS. In June 2021, Alcoa proposed
to upgrade their obsolete Holroyd and Radicon gearboxes (HU12) to the modern-day
equivalent SEW-EURODRIVE (SEW) gearboxes (K157) (Alcoa, 2021). There is a total of
seven calciners, but only six of the calciners have the arrangement that needs updating. This an
ongoing project, that started in 2021 while the final gearbox will be installed by 2025 (Donovan
& Voon, 2023).

Figure 2 Four stages of implementation for the gearbox upgrade

2021 2021 2021-2025 2025

Concept Planning Execution Finalisation

2021: Calciner 1
2022: Calciner 6
2023: Calciner 5
TBD: Calciner 2-4, 7

The total capital expenditure of this ongoing project is projected to be $70 000, with each
gearbox upgrade costing ~$10 000 (Alcoa, 2021). Labour costs, particularly those associated
with installation, are not captured in the capital expenditure as it is being completed in-house
and internally at Alcoa.

4.2 Stakeholders
Stakeholders are the individuals or groups who have a vested interest (positive or negative) in
the outcome of the project (Hartley, 2018). Recognising and engaging key stakeholders is
critical in project management as they can assist with risk management, resource allocation,
compliance, and meeting key project milestones.
Alumina Refinery does not involve a complicated web of stakeholders, as shown in Table 1.
SEW, the company that manufactures the gearboxes for the upgrade, is considered the only
external stakeholder as they have a vested interest in the success of the project as their
reputation and future business opportunities with Alcoa will be impacted by the performance
of their gearboxes. All other stakeholders are considered internal as it is an internally funded
project for Alcoa and is completed in-house by Alcoa (i.e. without contractors). The internal
stakeholders, consisting of a team of ~40 Alcoa personnel, have a vested interest in the success
of the project as it affects their job performance, the reputation of the company, and the output

8
of the refinery. Their input, cooperation and decision-making related to the gearbox upgrade
are crucial for the successful completion of the project.

Table 1 Summary of the key stakeholders involved

4.3 Project Justification

It is imperative that the project integrated economic, environmental, and social dimensions, i.e.
the Triple Bottom Line (TBL). Optimising these three dimensions ensures
sustainability (Labuschagne, et al., 2005).
and Radicon gearboxes to the modern equivalent SEW gearboxes is primarily motivated by the
desire to improve operational efficiency and economic outcomes, which have flow-on
environmental and social effects.

4.3.1 Economic
Many economic benefits arise from upgrading the Holroyd and Radicon gearboxes to SEW
gearboxes. Replacements for either a Holroyd or Radicon gearbox sets Alcoa back ~$14 000
compared to the proposed SEW gearboxes that cost ~$10 000 (Alcoa, 2021). Since the LFS
operate 24 hours a day for 7 days a week, excluding major overhaul periods, wear and
replacement of components are inevitable. Holroyd gearboxes are older and becoming
obsolete, making maintenance and repairs costly due to the long lead times for repairs and
procuring spares. Holroyd gearbox spares must production

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facilities in the UK, USA and China (PTG, 2023), while Radicon gearboxes have lead times of
8-9 months, requiring an average of 2 months for repairs in the workshop (Donovan & Voon,
2023). Fortunately, SEW has a Perth-based workshop and warehouse, allowing for
significantly shorter lead times, with the longest being 2 weeks for a new gearbox shipped from
Melbourne (Alcoa, 2021), which minimises economic losses associated with production loss
due to downtime.
gearboxes, and hence parts could be shared between the two plants in required. Holroyd and
Radicon gearboxes have an average operating life of 4 years. Conversely, SEW gearboxes are
expected to exceed the standard 4-year major overhaul period of the calciners because they are
more easily reconditioned internally, meaning less repairs required in the long run, which leads
to a gearbox in better condition towards the end of their campaign (Donovan & Voon, 2023).

4.3.2 Environmental
Upgrading Holroyd and Radicon gearboxes to SEW gearboxes has flow-on effects on the
environment. Unlike SEW gearboxes helical-bevel design, which operate at a 94% efficiency
(Alcoa, 2021), Holroyd gearboxes worm-style design is only 82% efficient and require more
energy to operate (Alcoa, 2021), which increases the refinery's overall energy consumption and
emissions. Modern gearboxes from SEW encompasses the entire range of efficiency ratings,
including energy-efficient motors (SEW-EURODRIVE, 2010). Furthermore, SEW gearboxes
modular design allows for a more compact unit that saves space and cost (SEW-EURODRIVE,
2010), due to less natural resources and materials being used in its manufacturing. Most
notably, Holroyd gearboxes are almost obsolete (i.e. no spares in stock) and no longer widely
used as the industry standard, meaning procuring spares would require ordering bespoke
components from Holro UK, USA and China (PTG, 2023),
which increases emissions due to the components being sourced internationally.

4.3.3 Social
From a corporate social responsibility standpoint, upgrading Holroyd and Radicon gearboxes
to SEW gearboxes contributes to reducing carbon footprint, which aligns with the
commitment to reach net zero emissions by 2050 while continuing to deliver
environmental improvements across their mining, refining and smelting operations (Alcoa,
2021). It also aligns (Alcoa, 2021), which
centres on putting safety and health first and making decisions with the community in mind.
Most notably, since SEW gearboxes are modular and allow for a more compact, space-saving
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design (SEW-EURODRIVE, 2010), the upgrade improves safety conditions for refinery
workers as it increases visibility and room for manoeuvring, reducing the risk of falls and trips
often associated with cramped workspaces.

4.4 Budget and Timeline

Since all the installation and maintenance work have and will continue to utilise
internal maintenance crew, there was no assigned budget for labour. The process for setting a
budget for relatively small-scale projects like this involves the operations centre manager
proposing the project and calculating cost for the reliability manager, who then approves or
denies the project. The budget of each installation could vary, depending on the scope. The
project spent more than planned on the tyre coupling as Alcoa had to contract a non-preferred
manufacturer to procure an urgent and unplanned piece, which incurred an additional cost
(Donovan & Voon, 2023). This is unlikely to be the case for future installations as they should
have sufficient time to order the coupling.

Each one of the seven calciners comes offline for a standard major overhaul period every four
years (Donovan & Voon, 2023) so
that the overall refinery production is not impacted (optimal production rates for the refinery
can be achieved with six of the seven calciners online). During the standard major overhaul
period, a calciner is taken offline for four weeks. The gearbox should take approximately seven
days to install (Donovan & Voon, 2023). Prior to a calciner being taken offline, a timeline for
the time required for parts to be manufactured and delivered is factored into the planning. After
installation, the equipment undergoes testing to ensure it is functioning optimally. In projects,
a critical path is the longest that have
no slack and, if delayed, will have an affect the entire project (Hartley, 2018). Given
this project is not on the critical pathway within the four weeks, it can be done at any time
within that timeframe.

In 2021, the concept stage was introduced, with the planning and execution phases following
later that same year. There was a slight delay in starting the project in which the gearbox that
was meant to be installed first ended up being installed last due to a change in timeline that
better suited the project (Donovan & Voon, 2023). The first gearbox was installed in late 2021
and the last gearbox will be installed in 2025, which is when the finalisation stage is expected
to conclude the project.

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5 Section B: Case Study Analysis
5.1 Introduction
This section provides an in-depth analysis into the project management methods, reasons
behind their use and the suitability of these methods. To structure the analysis, the project
management life cycle will be defined. The project management life cycle is not one size fits
all but must contain a framework to divide the project into different stages, involving detailed
information regarding stakeholders, activities, responsibilities, objectives, and review
processes (Hartley, 2018). For this project, the planning, execution and finalisation stages
slightly overlap due to the gearboxes being installed at separate times so any issues encountered
with the previous installation can be addressed and procedures updated before the next one is
installed.

Figure 3 Schematic of the project management life cycle

The four-stage project life cycle framework (Figure 3) is utilised to analyse this project, with
the stages of concept, planning, execution, and finalisation. This framework allows an overall
evolution of the project to be summarised into a non-exhaustive number of phases, enabling
the project to be broken down into smaller sections so progress can be better tracked and
understood by all stakeholders.

5.2 Concept

The concept stage provides justification for the project (including benefits and impacts) then
identifies the project , goals, key stakeholders, and problems that may be anticipated.
Preliminary budget estimates and TBL analysis can be considered (Hartley, 2018). This is the

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idea stage where the vision of the project is defined and where it is often focussed on the most,
despite being important throughout all stages.

This stage is responsible for defining the project scope and defining a clear vision for the
project. This was done mainly using a project proposal, prepared by one of the engineers, and
shown in Appendix C. It broadly defines the cope, identifying goals and key
specifications that need to be adhered to during gearbox installation. The project proposal
defines the vision for this project, including pros and cons, many of which are mentioned in
Section 4.3, the project justification. The project proposal was presented at Calcination
Operations Center Reliability Engineer monthly meeting, where all relevant stakeholders
were made aware of the project and its vision. Scope management was completed with fine
attention to detail in this project and is shown by the functional requirements outlined in the
SOW and project proposal. As had the overall vision for the refinery to
operate more efficiently and effectively, all stakeholders were able to clearly understand the
scope during the concept phase.

Communication in the concept phase, like most other phases, was done in-person. This has the
benefit of easy, back-and-forth communication. However, without any formal minute taking,
stakeholders can lose track of what is happening in the project. Timeline documentation for the
entire project is not present as the project was not a major priority. Potential difficulties were
not considered and led to flaws in the execution stage of the first gearbox replacement (see
Section 5.4). There was no documented human resources management plan. As a result, a
communication barrier was present between engineers and fitters. In this project, reporting on
changes made during a previous project led to issues when installing the first gearbox as is
further discussed in the execution stage.

5.3 Planning

The planning phase involves taking concepts and information gathered during the concept stage
and using them to create a detailed plan and timeline for the construction project. This involves

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dividing the project into smaller tasks that address each goal, assigning resources, and creating
a schedule and budget to ensure successful completion (Hartley, 2018).

5.3.1 Planning and Risk Assessment

This project involved a decision to upgrade the now-obsolete Holroyd and Radicon gearboxes
to SEW gearboxes. The new SEW replacements have the advantage of short lead-times
(Donovan & Voon, 2023), which means in case of a major breakdown, refurbishment or
replacement units can be secured promptly.

However, the switch to SEW gearboxes posed a challenge. Tyre couplings used to attach the
gearbox output shaft to the LFS shaft could not handle the higher output loads of the new SEW
gearboxes. Although their existing supplier was contacted, they provided no solution,
threatening the budget and timeline. The issue could have been mitigated but no check or
contingency was planned before the project began.

Large-scale industrial projects, including gearbox upgrades, have inherent risks. One of
, including putting health and safety first (Alcoa,
2021). If a project is deemed too dangerous then it will not proceed. Risk assessments are
conducted from an engineering and execution standpoint. First, the operations centre manager
will conduct a formal risk assessment. Afterwards, the assessment is presented to the senior
engineer who decides if the risk is low enough to proceed with the project (Donovan & Voon,
2023). One identified risk was that the gearbox could malfunction and cause operational delays
or safety hazards. Through a risk assessment, appropriate measures, including thorough
instructions in the fitter workpacks were incorporated to lower the chance of gearbox failure.
The team followed a clear chain of command with managers and supervisors, which ensured
that all work was carried out safely and efficiently, and any issues were addressed promptly.

5.3.2 Scope of Work and Communication

Clear and thorough documentation of any large-scale industrial project is critical to its success.
For each gearbox, a SOW document is written, including contact details of key stakeholders, a
bill of materials (BOM), specifications the project must follow and the recommended sequence
the SOW should be done in, engineering drawings, and site images (Nash, 2021). This
document is updated as needed for each of the subsequent installations.

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Afterwards, a workpack for fitters (Appendix F) was written, containing thorough information,
including job descriptions (Figure 4) and detailed step-by-step instructions on how to perform
tasks. Personal protective equipment (PPE) and special equipment required were detailed in
the workpack with site images and relevant engineering drawings (Appendix F) (WAO
Operations, 2022).

Figure 4 Section of work pack detailing job scope and boundaries

The documentation was essential to ensure effective communication and collaboration among
key stakeholders. The thoroughness of workpacks should minimise any uncertainty for the
fitters, allowing them to do their job safely. Clear documentation reduces the likelihood of
unwanted consequences, including delays or budget overruns.

5.3.3 Timeline
Initially, the project was proposed in June 2021 with plans to commence the first installation
shortly after in time for the next calciner major overhaul. However, several barriers were
encountered, preventing the project from commencing at the ideal start time. There was a short
timeframe between the completion of the design and the commencement of the project because
engineering resources were short due to engineers working on multiple projects at once and
being unable to fully dedicate their time to the gearbox upgrade. An essential part of design
work is taking measurements to ensure proper fitting. The tight timeframe between the next
major overhaul and project proposal meant there was insufficient time to take measurements,
contributing to the design being finished later than anticipated (Donovan & Voon, 2023). This
meant the project had to start on the second earliest major overhaul.

15
5.4 Execution, Monitoring and Controlling

In the operational stage, execution is monitored and controlled to ensure the project
fulfills expectations and without straying too far from the projected budget and timelines
(Hartley, 2018). Monitoring allows budgetary and timeline scheduling to be updated as
execution progresses, and a clearer picture of the project becomes available, which reduces
uncertainty surrounding resource demands.

5.4.1 Communication
Throughout the execution period, communication was predominantly informal and verbal with
little formal written communication, excluding SOWs and workpacks handed to fitters.

Project management, engineering and installation took place entirely in-house, allowing for
communication and other facets of execution to be handled through established procedures.
This practice of using in-house resources allowed stakeholders to approach it from a framework
they were familiar with, eliminating some encoding and decoding issues generally present in
external communication.

Engineers and other stakeholders would meet as per Section Error! Reference source not
found., with most recorded forms of communication occurring during the conceptualisation
and planning stages. Outside of this, stakeholders generally approached each other directly on-
site or contacted each other on an as-needed basis via e-mail or phone. This was encouraged
by the in-house nature of the project as it is when they are
available or leave them an e-mail they will get back to rather than arranging meeting details.
However, this left a vulnerability in the system surrounding communication requirements
between different teams, which led to the issues with the first calciner gearbox and LFS shaft
installation.

This issue was caused by a lack of communication between fitter and engineering teams. Fitters
were aware of two stock keeping units (SKUs) for LFS shafts existing in the parts system and

16
that the shafts they received were incorrect lengths. Nominally, there should be a 40-50 mm
gap between the LFS shaft and the gearbox shaft to account for thermal expansion during
operation (Donovan & Voon, 2023). These shafts are connected by a tyre coupling. During the
first installation, there was no gap between the shafts as the old gearbox system required fitters
to make this gap on-site (i.e. reduce the shaft length by 25 mm) during installation. However,
this was not communicated to the engineering team, resulting in new gearbox designs not
accounting for the incorrect shaft length (see Figure 5 for the correct setup). This resulted in
the first installation having to be redone alongside additional issues discussed later. However,
this provided stakeholders opportunities to review their internal communication strategies. The
meeting stated that there was a process in place around notifying Operations Centre Managers
of changes such that they had adequate time to review processes and respond. However, it is
unclear if this included fitters.

Figure 5 Gap between the shafts (L), nominal gap with tyre coupling (R)

5.4.2 Procurement Management

During procurement in the project, the predominant method was to refer to established
procedures. The project management team had a set of vendors they had positive, long-lasting
working relationships with who they employ to get projects across the line, under budget and
on-time.

The chosen tyre coupling issue arose during execution where the shaft and gearbox
requirements exceeded the capability and timeframe of what their current vendors could
supply. Installation was halted as Alcoa searched for vendors that had the hard material
required to prevent wear and sliding (Donovan & Voon, 2023). Unfortunately, this issue
emerged late in the project, increasing strain on the schedule. The team had to contract a non-
preferred vendor to secure an appropriate coupling and the rushed manufacturing incurred an
additional fee.

17
Although this endangered the budget and timeline, it allowed Alcoa to contact a new vendor
and create a new professional relationship. While shopping around for additional vendors
may cause tension between Alcoa and current vendors, since the coupling order was last-
minute and the preferred supplier did not have a comparable part, using a new vendor did not
create tension in pre-existing relationships.

5.4.3 Time, Cost and Scope

The internal and short-term nature of each execution stages meant
documentation managing ongoing changes to time, cost and scope were minimised.
Nevertheless, there was ample documentation provided regarding the expected scope,
processes and timeline so that each stage had an expected procedure and a window in which it
should be completed.

Both copies of SOW documentation Alcoa provided (Appendix E) specifies a BOM and SOW,
but no timelines for how long each installation should take or the overall project. Maintenance
workpacks (Appendix F) were provided for each of the LFS and gearboxes already installed.
It specified the required materials and expected time spent installing one gearbox and LFS, and
a detailed SOW to be carried about by fitters. It was communicated that although there was no
official documentation surrounding the duration, it is expected to conclude in
2025. Alcoa communicated that the lack of documentation was due to the LFS and gearbox
replacements taking ~311 hours to complete and are done when a calciner comes offline for
maintenance a process that takes 4 weeks, meaning they have around 360 hours of lead time
available, should it be required.

This lead time was used up entirely the first time the calciner was taken offline for maintenance.
This is because several issues emerged during the first attempt to install the LFS and gearbox
as per Section 4.4. The LFS did not fit correctly, contacting the gearbox output shaft and
requiring alterations to meet specifications. Fitters were aware of this, along with the fact that
there were two different shafts registered in the stock management system. The engineering
team viewed this as an opportunity to reduce stock system bloat and mitigate future confusion
by redesigning the LFS shaft to be shorter to standardise parts. This was viewed as a worthwhile

18
scope alteration as although this would extend the project deadline it would streamline their
internal processes, turning this potential ongoing difficulty to a long-term benefit.

The timeline for the project had to be altered because of an unforeseen issue with the
Calcination building. The first calciner overhaul was cancelled due to a slight slope being
s was discovered when mounting plates for the
gearboxes, which were machined flat, misaligned the gearboxes when they were mounted. This
prompted further measurements that were not taken before as the first installation was the
location with the least severe sloping.

These issues elicited a re-write of the SOW documentation, which included using shims to prop
up the gearbox, so it lined up correctly with the LFS shaft. This new SOW documentation will
be used as a template for future installations.

5.5 Finalisation

The finalisation stage of the project life cycle happens when the project is completed, and the
outcome is delivered to the client. Reports are written on the project, documents handed over,
and resources can be reallocated or removed. Finalisation involves all the documentation
pertaining to closing out the project, such as receipts, warranties, agreement of handover to the
client, and final debriefs (Hartley, 2018).

Part of the finalisation stage is evaluating the quality of the project. Quality measures for this
project were as follows; delivered on time and on budget, ease of access to spare parts and
obviously, if the gearboxes were operational and ran efficiently. For the two gearboxes that
have been successfully installed, this was mostly the case, with small but solvable issues
regarding timing, budget (detailed in Section 5.4.3) and installation.

While the entirety of the project has yet to be completed, two gearboxes have been successfully
installed and are operational, meaning there have been two smaller finalisation stages. The
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overall finalisation stage is expected to commence in 2025. The finalisation stages of the two
gearboxes already installed have enabled the team to
ensure a smoother process for gearbox installations going forward. For example, the discovery
of the unexpected shaft length allowed engineers to redesign the gearbox installation for the
next one, so they did not repeat the same mistake. During the second installation, it was
discovered that the building had a very slight tilt, which affected the way the motor and gearbox
sat on the base. As a result, fitters had to make use of shims to ensure the base was sitting at
the correct height (shown below).

Figure 6 Installed gearbox with supports on base

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6 Section C: Recommendations

6.1 Stakeholder and Communication management

Project stakeholders were predominantly identified as internal, resulting in the preferred form
of communication being verbal and informal. This may result in either misinterpretation,
misunderstanding and lacks a paper-trail which can be referred to later if necessary. This
presents the opportunity for Alcoa to review its internal communications practices via a two-
pronged approach:
1. Develop a stakeholder management plan
2. Develop and effective communication management plan

Stakeholder management plans are imperative when creating good communication

management plans. Communication with each stakeholder needs to be identified by several
factors. Firstly, whether the stakeholder is internal or external determines whether the
stakeholder is subject to their pre-existing internal communication procedures. Secondly,
determine the role the stakeholder plays in the project and how intimately they are involved.
Third, use an interest/power matrix to determine the stakeholder influence and their personal
engagement with the project. Finally, schedule communication with stakeholders based on the
factors specified previously and the relevance of the information provided to their roles. All
this information can be stored in a stakeholder management matrix, which allows us to
determine the extent of communication frequency and breadths seen in Table 2.

Table 2 Sample Stakeholder Management Matrix

Communication management reform must address two hurdles: the traceability of

communication and the frequency and content of communications. These two issues are
addressable using the following strategies: instituting regular progress, status and forecast
reports not just presentable in reliability meetings but made available via email to all relevant
stakeholders. Project progression report recounts where the project has been, to date (Hartley,
2018) and aids to establish whether the project is on schedule for budget and milestone
completion. More importantly, the progress report will state what issues have come to pass and
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how they have been dealt with or escalated (Hartley, 2018). An example of a progression report
tailored for the project
available in the appendix.

Figure 7 Progression Report example

The status report specifies where the project is in relation to the overall project plan (Hartley,
2018) with regards to project tasks and milestones, budget and cash-flow, specification
performance and resource loading and assignments are in relation to the status date. Finally, a
forecast report focuses entirely on the future of the project and does not require the input of
historical information (Hartley, 2018). Because this project needed to fit into the window in
which the calciners were being refurbished, this report could denote the possible risks and
mitigation factors that need to be considered as completion nears to keep the project in budget
and on time.

The issue surrounding the LFS shaft fitment was caused by a lack of knowledge sharing
between two departments. It can be safely assumed that the institution of a stakeholder
management matrix and communication plan including progress, status and forecast reports
could have been useful to mitigate this issue and similar issues in the future. This way, fitters
can notify engineers of any significant structural changes (e.g. the shaft length).

Finally, the report would recommend adopting the practice of creating a record after impromptu
meetings. Important topics and information can be discussed in these interactions, so when they
conclude developing a standard procedure of emailing the participants with the relevant
information covered, along with any issues raised or resolved. However, despite the more
verbal nature of communication between the project team, it must be commended that their
communication skills must be of high calibre as the team were able to resolve issues they
faced together promptly and effectively.

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6.2 Scope Management
The scope management plan for the project was instituted during the planning stage, leading to
a lack of process definition during the conceptualisation stage. Because of this, the project ran
into issues surrounding the sloping of the floor interfering with the gearbox/LFS fit, shaft length
of the LFS being too long and the tyre coupling not meeting material requirements. Due to
these issues, the project SOW was re-written after the issues were addressed. However, scope
documentation is not comprehensive and is broken down between the SOW document and
workpacks. It is possible that instituting more comprehensive scop documentation, including
site measurements, testing and parts assessments could have prevented these issues from
coming up unexpectedly

This report would recommend the institution of a comprehensive WBS, which specifies all
work done for the project. From feasibility study to execution tasks, the WBS covers required
resources, associated costs and most importantly, the predecessor task which must be
completed to proceed all ordered chronologically (Hartley, 2018)

Table 3 Partial Example WBS, adapted from (Hartley, 2018)

WBS Activity Duration Predecessor Resources Costs

# (Hrs)
11 Gearbox and LFS 311.5 Final Risk assessment Fitter, Parts listen in (N/A)
Installation BOM on SOW
12 Testing and Approval 25 Gearbox and LFS Reliability engineer, (N/A)
Installation Fitter

A WBS and specifically the predecessor section, can help to identify areas which may be
missing additional scrutiny before action is taken. It also has the added benefit of helping the
project team track scope creep or changes, their impacts on the project and what additional
resources and monetary support the project may need as a result.

Despite the challenges the project faced requiring the change of scope, the project team's
decision to change the LFS shaft and alter the installation process, considered the companies
preference for standardised procedures. Additionally, Alcoa should be commended for
deciding to factor in environmental factors through the redesign, reducing waste produced
due to project execution.

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6.3 Time Management
The project team, as mentioned in Section 4.4, had a window of four weeks in which to
complete the gearbox and LFS overhauls. Despite not being the critical path for Calciner
overhaul, the first installation ran into the re-commissioning period of said calciner. Since the
project is required to sit inside another project, it is recommended that similar projects to this
could find value in identification of resource capability. This structure states that before
execution, the type, quantity, characteristics and availability of resources should be ensured to
be correct and accurate (Hartley, 2018). This means that delays surrounding missing parts,
additional contractors and lead times/urgent manufacturing fees can be avoided. Currently,
project stock seems to be handled by internal stock systems and a BOM located in the SOW
document. However, a more specific approach that outlines whether resources meet
expectations/requirements would be helpful.

Table 4 Resource Identification and Capability

Time management Gantt charts visually explain what should be done next, providing and easy
point of reference for all stakeholders involved in the project. It focuses on the flow of the
project and the logic that defines the relationships between each task involved and the timeline
involved in the project. Although these kinds of charts can suffer with larger scope projects
and turn into clutter (Hartley, 2018), the timeline of this project and the front-loading nature of
the suits the application well. It mates well with the WBS, which can be translated over when
timelines become more solid.

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 Figure 8 Sample Gantt chart example

It is worth noting that despite these suggestions, the Alcoa project team do not need to be
incredibly precise about time estimates. Workpacks provided in Appendix F and referenced to
in section 5.4.3, show that the execution time frame of the project does not come close to the
total time the calciner is de-commissioned for overhaul. This means that the front-load
operations should only require the assistance of a Gantt chart and resource capability ID to run
smoothly and within the working window.

6.4 Risk Management

meaning risk management is of utmost importance in
their operating procedures. However, risk management is broader than just considering the
healt
management during the execution stage of this project was to a very high standard, risk
management in other stages, such as the concept and planning stages, are where more sound
measures could be taken.

In the planning stages of the project a risk management plan was completed, however it was

(Donovan & Voon, 2023). Judging from stakeholder interviews, it seemed like the engineering
side of the risk, such as any risk of the drives not being compatible, or working as efficiently
as they should, were considered, however other risks, such as inaccurate measurements, poor
performance reporting and technology innovation, were not considered as thoroughly. This
ended effecting the project when the first installation took longer to complete than expected
and could have potentially caused economic damage. A more detailed and risk register could
be prepared for the project.

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 Table 5 Risk register example of a few possible risk events (adapted from (Hartley, 2018))

Regarding the lack of referral back to the original risk management plan, the plan should have
been updated and revised during the project. After the first gearbox was installed with
significant setbacks, these risks that were now known to the team should have been updated in
documentation for risk as well.

6.5 Cost Management

Cost was managed with a very casual approach in this project as management has faith in the
engineers to find the best solutions for the company and this project is relatively small in cost
compared to the overall cost of the plant, and the revenue made from daily output. Due to the
relative size of the project, there was not much budget documentation, and hence, there are
many improvements that could be made to cost management. A simple budget alone would be
a great improvement, including total expected cost including a maximum cost, factoring into
the cost a risk factor for any possible issues. The cost should also be considered and mentioned
in the concept phase in the form of a rough estimate. Over time this estimate becomes more
and more accurate, until at completion you know the cost. This is shown below in Figure 9.

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 Figure 9 Cost estimating accuracy (Hartley, 2018)

The large time frame for this overall project means that the net present value of the project may
also be considered to decide if the investment is worth it. Other considerations would include
how many spare parts to buy, do you buy all the gearboxes at a fixed price now, or buy them
as you need them, but must consider the change of price if bought later. A more detailed budget
in the planning stage could save a significant amount of money in this project.

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7 Conclusion

been completed within the ideal budget and timeline. After learning lessons from the first
installation attempt, the planning stage was able to be refined which had a flow on effect to the
execution stage and allowed for a relatively easy installation. For the second installation, it was
discovered that the Calcination building had a o
be installed completely flatly. This was quickly problem-solved by adding shims where
required and will be taken into consideration for future installations.

The project can also be considered successful from the perspective of the TBL; a more efficient
gearbox means less power is used and therefore less carbon emissions, which is better for the
environment. It would also be less costly which translates economic project success due to
smaller power expenditure. The new gearboxes have a cheaper outright cost and cheaper to
maintain due to SEW having a workshop in Perth. This also has the environmental benefit of
less carbon emissions from sending the gearbox overseas to get repaired. For the social aspect,
the more compact design gives fitters more room to see what they are doing, making it safer to
install.

To aid our analysis, we split the project into Project Lifecycle Stages. This allowed us to
thoroughly investigate the project from beginning to end and discover various issues
throughout. The main source of problems was a lack of communication; for example, the fitters
not informing the engineers they cut the shaft to create the gap that was needed for the tyre
coupling and the preferred manufacturer not being able to source the right material needed.
Because of this, our recommendations were tailored towards improving communication.
Utilisation of tools such as a WBS, progression reporting, detailed risk register and a thorough
stakeholder management matrix would have likely minimised, if not prevented, the main issues
faced.

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8 References
Alcoa World Alumina Australia, 2005. Environmental Review and Management Programme,
Wagerup, WA: Alcoa.
Alcoa, 2021. Fact Sheet - Pinjarra Alumina Refinery. [Online]
Available at: https://www.alcoa.com/australia/en/pdf/refining-pinjarra-fact-sheet.pdf
[Accessed 10 4 2023].
Alcoa, 2021. Integrity, Care, Excellence, and Courage. [Online]
Available at: https://www.alcoa.com/global/en/who-we-are/values
[Accessed 13 Apr 2023].
Alcoa, 2021. Replacing Lower Feed Screw drives to MDE, Pinjarra, WA: s.n.
Australian Government, 2023. Earth science [Online]
Available at: https://www.ga.gov.au/education/classroom-resources/minerals-energy/australian-
mineral-facts/aluminium
[Accessed 10 4 2023].
Donovan, K. & Voon, G., 2023. Post-Facility Tour Meeting with Alcoa Reliability Engineers
[Interview] (31 Mar 2023).
Hartley, S., 2018. Project Management - A practical guide to planning and managing projects.
Sydney: Allen & Unwin.
Labuschagne, C., Brent, A. & van Erck, R. P., 2005. Assessing the Sustainability Performances of
Industries. Journal of Cleaner Production.
Nash, R., 2021. SOW Bld50 PJ1 Lower Feed Screw Change to MDE, Pinjarra: Alcoa.
PTG, 2023. ABSOLUTE PRECISION IN ROTOR PROTOTYPING AND PRODUCTION. [Online]
Available at: https://www.holroyd.com/precision-rotors/
[Accessed 13 Apr 2023].
SEW-EURODRIVE, 2010. Gearmotors. [Online]
Available at: https://download.sew-eurodrive.com/download/pdf/16864026.pdf
[Accessed 10 Apr 2023].
WAO Operations, 2022. Pinjarra OC3C Maintenance Workpack, Pinjarra: Alcoa.

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9 Appendix
9.1 Appendix A Site Map

Red indicates location of building project occurred in with respect to the entire plant
Supplied (Donovan & Voon, 2023)

9.2 Appendix B Bayer Process Flow

Red indicates location of Gearbox Upgrade Project

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Supplied by (Donovan & Voon, 2023)

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9.3 Appendix C Project Proposal: Replacing Lower Feed Screw drives to MDE

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9.4 Appendix D Engineering Drawings

Figure 10 Calciner 6 LFS Drive Set Up

Figure 11 Calciner 5 LFS Drive Set Up (modified after Calciner 6)

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9.5 Appendix E Project Scope of Work
SOW document (R. Nash ver) (G. Voon)

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9.6 Appendix F Maintenance Workpack
Given this is a very large document (34 pages), only relevant pages have bincluded
Supplied (WAO Operations, 2022)

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10 Annex
10.1 Annex A Post-Facility Tour Meeting with Ken Donovan and Gabriel Voon
Ken Donovan: A mechanical engineer with decades of experience in project management,
both in Western Australia and Queensland. Currently in his seventh year of working at Alcoa
as a Senior Reliability Engineer for the Pinjarra Alumina Refinery and was a focal for the
gearbox upgrade project.

Gabriel Voon: A graduate mechanical engineer with years of experience in project

management at Alcoa. Currently in his third year of working at Alcoa as a Reliability
Engineer for the Pinjarra Alumina Refinery and was a secondary focal for the gearbox update
project.

Date: 31 Mar 2023 10:30-11AM

Location: Pinjarra Alumina Refinery

Context:
First gearbox installed in late-2021, final gearbox due for installation in 2025
Advantages vs disadvantages:
Advantages of SEW gearboxes Disadvantages of Holroyd and Radicon
gearboxes
Workshop and warehouse in Perth = shorter Holroyd gearbox bespoke spares retrieved
lead times from United Kingdom, United States and
China

Radicon gearboxes need 8-9 month lead

times and 2 months for repairs in the
workshop
Mean operating life = 4+ years because Mean operating life = 4 years
easily reconditioned internally
Helical-bevel design = 94% efficiency Worm-design = 82% efficiency
More compact-design = safer, less materials Less compact-design = more materials

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10.2 Annex B SWOT Analysis

Strengths Weaknesses Opportunities Threats

Internal project means Over-reliance on Environmental factors Existing vendors
workplace culture internally defined overhauled drives threatened by new
same throughout operating procedures are significantly more relationships
team can leave gaps in efficient. The pivot to
project planning or change the LFS shaft
operation design reduces waste
in both manufacturing
and installation.
Communication style Lack of formal Standardisation of Time crunch if part of
should be familiar to documentation procedures means the execution runs
everyone, meaning that less can go wrong into an issue
less information lost in the future staff
in decoding phase of can spend more time
communication on being vigilant of
additional issues
Project is nowhere Communication issues Part standardisation Possibility for refit to
near critical path for between means removal of become critical path if
calciner shutdown, fitter/execution teams human error from executions run past
leaving ample time for and engineering installation timeline
project completion teams
without affecting
productivity
Calciner shuts timed Lack of budget Create relationships Budget crunch if parts
to miss windows of controls due to mostly with new vendors need to be
high productivity, so if internal stakeholders manufactured
something goes wrong urgently to prevent
and a calciner must time crunch
stay shut, then the
overall productivity of
the facility is not
affected
Internal labour force Scope of work only Reduce lead times for
used, reducing costs covers individual replacement
overall installations and not drives/parts
the entire project substantially
Working with local
workshops allows for
better communication
between stakeholders

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10.3 Annex C Group Meeting Minutes

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