Metrics CGM

Caterpillar® Mining Performance Metrics
Name
Venue
Date
Introduction to Performance Metrics
Caterpillar Mining Performance Metrics
Why Performance Metrics?
Data collected by a mine can be considered a

performance metric only if it:
• Provides a useful and meaningful format that
supports the data analysis process
• Quantifies “as is” performance relative to internal
targets and established benchmarks
• Enables the use of historical performance as a tool
for predicting future performance
• Highlights shortcomings and opportunities for
improvement relative to design, application, costs,
and maintenance
• Helps identify problems and corrective actions
• Helps establish resource deployment priorities
• Monitors progress of problem solutions
3
What is a Performance Metric?
• A term used to describe the outcome of any

process used to collect, analyze, interpret, and
present quantitative data
• A measurement parameter that enables
comparison against some pre-defined target
or benchmark
• A measurement that can be used to gauge
performance of a function, operation, or business
relative to past results (internal and external)
4
Targets & Benchmarks
Target:
• A desired internal goal based on needs,
expectations, or commitments
Benchmark:
• An external standard that represents or
quantifies a “best practices” operation or
“best-in-class” performance
5
Key Performance Indicators
• Equipment Management Metrics

– Mean time between shutdowns
– Mean time to repair
– Availability index
– % Scheduled downtime
– Asset utilization
– Maintenance ratio
– Top problems
– PIP / PSP completion rate
• Operations Management Metrics
– Tons / hour and cost / ton
– Fuel consumption
– Payload management
– Haul cycle detail
• MARC / Customer Satisfaction
– Contractual availability
6
Student Workbook
• Locate your student workbook and turn to

Exercise 1
7
Exercise 1
Key Concepts & Definitions
• Time
• Availability
• Utilization
9
Elements of Time
Total Calendar Hours
10
Elements of Time
Unscheduled
Hours
(out of plan)
11
Elements of Time
Scheduled Hours Unscheduled

Hours
(out of plan)
12
Elements of Time

Scheduled Hours
Downtime Hours
Scheduled & Unscheduled
Maintenance & Repairs
(mechanically unavailable,
not operational) Unscheduled
Hours
(out of plan)
13
Elements of Time

Scheduled Hours
Downtime Hours
Hours
(out of plan)
Maintenance
& Repairs
14
Elements of Time

Scheduled Hours
Downtime Hours
Hours
(out of plan)
Delays
Maintenance
& Repairs Repair
Delay Hours
15
Elements of Time

Scheduled Hours
Downtime Hours
Available Hours
(mechanically Hours
available; (out of plan)
Delays
operational)
Maintenance
& Repairs Repair
Delay Hours
16
Elements of Time

Scheduled Hours
Downtime Hours
Available Hours
(mechanically
available;
operational)
Hours
(out of plan)
Delays
Stand-by Maintenance
Hours & Repairs Repair
Delay Hours
17
Elements of Time

Scheduled Hours
Downtime Hours
Available Hours
(mechanically
available;
operational)
Hours
(out of plan)
Delays
Production Stand-by Maintenance

Delay Hours Hours & Repairs Repair
Delay Hours
18
Elements of Time

Scheduled Hours
Downtime Hours
Available Hours
(mechanically
available;
operational)
Hours
(out of plan)
Delays Delays
Stand-by Maintenance
Operational Production Hours & Repairs Repair
Delay Hours Delay Hours Delay Hours
19
Elements of Time

Scheduled Hours
Downtime Hours
Available Hours
(mechanically
available;
operational)
Hours
(out of plan)
Delays Delays
Operating
Hours Stand-by Maintenance
(machine Operational Production Hours & Repairs Repair
working) Delay Hours Delay Hours Delay Hours
20
Stoppages & Shutdowns
• Minor repairs and / or inspections executed during

daily lubes or refueling activities are NOT counted
as a shutdowns
• Operational stoppages, such as shift changes,
lunch breaks, prayer breaks, etc. are NOT counted
as shutdowns
• Multiple repairs that are “grouped” and executed
together are counted as a single shutdown
• Shutdown count is independent of the duration
or complexity of a maintenance or repair activity.
For example, a 15-minute shutdown to replace a
broken headlight counts the same as a 100-hour
shutdown to repair a catastrophic major
component failure
21
Availability
• Physical availability
• Mechanical availability
• Contractual availability
22
Physical Availability
Operating hrs. + Stand-by hrs.

Physical availability =
Operating hrs. + Stand-by hrs. + All downtime hrs.
23
Mechanical Availability

Mechanical availability =
Operating hrs. + Stand-by hrs. + Mechanical downtime
24
Contractual Availability

Contractual availability =
Operating hrs. + Stand-by hrs. + Contractual downtime
25
Utilization
• Asset utilization
• Utilization of availability
26
Asset Utilization
Operating hrs.
Asset utilization =
Total calendar hrs.
27
Utilization of Availability
Operating hrs.
Utilization of availability =
28
Exercise 2
Equipment Management Metrics

– Top problems
30
Mean Time Between Shutdowns (MTBS)
Definition:
The average operating time (including production
delays) between machine shutdowns / stoppages
Calculation Formula:
Operating hrs. + Production delay hrs.

MTBS (hrs.) =
Number of shutdowns
31
Data Sources
• Operating hours
– Machine service meter readings
• Production delay hours
– Included in the total operating hours
• Number of shutdowns
– Machine work order history and the
dispatch system
32
Case Study Data
Equip. Stop
Start Repair Complete Repair Code Reason Comments SMR Stop Sch'ld
ID Duration
HT001 4/1/03 12:00 AM 4/1/03 12:00 AM 0.00 1 comment Document SMR 16214.4 N/A
HT001 4/3/03 7:06 PM 4/3/03 7:33 PM 0.44 162 Delays Waiting for Mechanic 16279.8 No
HT001 4/3/03 7:33 PM 4/5/03 7:21 AM 35.80 100 Engine Low engine power 16279.8 No
HT001 4/5/03 7:21 AM 4/6/03 9:25 PM 38.07 111 Cooling System Replace aftercooler gasket 16279.8 Yes No
HT001 4/7/03 9:29 AM 4/7/03 11:10 PM 13.67 202 PM 2000 Hr PM 16291.6 Yes Yes
HT001 4/8/03 4:42 PM 4/8/03 6:02 PM 1.35 120 Tires & Rims Replace tire - position #3 16308.7 Yes No
HT001 4/9/03 1:41 AM 4/9/03 1:52 AM 0.18 162 Delays Waiting for Mechanic 16316.2 No
HT001 4/9/03 1:52 AM 4/9/03 2:17 AM 0.41 118 Suspension System L/F Suspension Noise 16316.2 No
HT001 4/9/03 2:17 AM 4/9/03 6:24 AM 4.11 120 Tires & Rims Replace tire - positions #1 & 2 16316.2 Yes No
HT001 4/9/03 9:00 PM 4/10/03 3:16 AM 6.27 100 Engine Low boost pressure 16330.2 Yes No
HT001 4/10/03 5:07 AM 4/10/03 5:31 AM 0.40 128 Cab / Operator Station Repair L/H Door Lock 16331.9 Yes No
HT001 4/14/03 3:39 PM 4/14/03 9:21 PM 5.69 100 Engine Engine oil leaks / Low boost pressure 16434.8 Yes No
HT001 4/14/03 11:01 PM 4/15/03 2:22 AM 3.34 100 Engine Low engine power 16436.4 Yes No
HT001 4/15/03 3:23 AM 4/15/03 4:11 AM 0.79 100 Engine Engine derate 30 16437.0 Yes No
33
Significance
• A measure of equipment reliability and
maintenance effectiveness
• A measure of machine availability that
incorporates both the frequency and duration
of downtime events
• The single most important measure of equipment
maintenance management performance
34
Benchmarks
Machine Model MTBS
785 / 793 Mining Trucks 60 to 80 hours
D1O / D11 Track Type Tractors 55 to 75 hours
992 / 994 Wheel Loaders 55 to 75 hours
16 Motor Graders 95 to 105 hours
5000 Hydraulic Excavators 55 to 75 hours
35
Interpretation
• Interpret results monthly and evaluate
6-12 month trends
• MTBS varies significantly from machine
to machine and from day to day
• Analyzing small populations over short
intervals may produce misleading results
36
Interpretation
MTBS Trend vs. Target for Large Mining Trucks

80
70
60
Target
50
MTBS (hours)
40
30
20
10
0
Nov -02 Dec-02 Jan-03 Feb-03 Mar-03 Apr-03 May -03 Jun-03 Jul-03 Aug-03 Sep-03 Oct-03
Month-Year
37
Mean Time To Repair (MTTR)
Definition:
The average downtime for machine stoppages ...
the average duration of downtime events, expressed
in hours
Total downtime hrs.
MTTR (hrs.) =
Number of shutdowns in the period
38
Data Sources
• Downtime hours: machine work order history and
dispatch system
• Number of shutdowns machine work order history
and dispatch system
39
Significance
• A performance measure that quantifies repair
turnaround time
• Combines inherent machine maintainability /
serviceability with efficiency of the organization’s
equipment management
40
Benchmarks
Machine Model MTTR
785 / 793 Mining Trucks 3 to 6 hours
D1O / D11 Track Type Tractors --
992 / 994 Wheel Loaders --
16 Motor Graders --
5000 Hydraulic Excavators 4 to 8 hours
41
Interpretation
• A gauge of product serviceability and ability of
equipment management organization to influence
end result
• High MTTR symptomatic of low availability
• Can be used to identify sources of delays
42
Interpretation
MTTR Trend vs. Target for Large Mining Trucks

10
6
MTTR (hours)
5
Target Range
4
0
Month-Year
43
Interpretation
Effect of MTTR on Availability (for MTBS=40)

120%
100%
80%
Availability
60%
40%
20%
0%
2 4 6 8 10 12
MTTR (hours)
44
Availability Index
Definition:
The ratio of MTBS to the sum of MTBS and MTTR,
expressed as a percentage
MTBS
Availability index (%) = X 100
MTBS + MTTR
45
Availability Index
Data Sources
• Same data sources as MTBS and MTTR
46
Availability Index
Significance
• Availability calculations vary greatly from
site to site
• A “normalized” variation that can be used for
comparison and benchmarking
• Ignores stand-by hours where equipment is
available for operation, but not utilized
47
Availability Index
Benchmarks
Machine Model Availability Index
785 / 793 Mining Trucks 88 to 92 percent
D1O / D11 Track-Type Tractors --
992 / 994 Wheel Loaders --
16 Motor Graders Est. 90 to 94 percent
24 Motor Graders Est. 84 to 88 percent
5000 Hydraulic Excavators Est. 84 to 88 percent
48
Availability Index
Interpretation
Availability Index Graphed with MTBS & MTTR

40 100%
35 98%
30 96%
MTBS / MTTR (hours)
Availability Index (%)

25 94%
20 92%
15 90%
10 88%
Target Availability Index
5 86%
0 84%
Month-Year
49
Availability Index
Interpretation
T811 Monthly Maintenance Metrics

120 100%
95%
100 90%
85%
80 80%
Percentage
75%
Hours
60 70%
65%
40 60%
55%
20 50%
45%
0 40%
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
Month
MTBS MTTR Availability Index
50
Exercise 3
% Scheduled Downtime
Definition:
The percentage of total downtime hours performed in
a given period that have been planned and scheduled
Scheduled downtime hrs.

% Scheduled downtime = X 100
Total downtime hrs.
52
Data Sources
• Total downtime hours: machine work order history
and dispatch system
• Scheduled downtime hours: machine work
order history
53
Stop Duration Times
Equip. Stop
Start Repair Complete Repair Code Reason Comments SMR Stop Sch'ld
ID Duration
HT001 4/1/03 12:00 AM 4/1/03 12:00 AM 0.00 1 comment Document SMR 16214.4 N/A
HT001 4/3/03 7:33 PM 4/5/03 7:21 AM 35.80 100 Engine Low engine power 16279.8 No
HT001 4/5/03 7:21 AM 4/6/03 9:25 PM 38.07 111 Cooling System Replace aftercooler gasket 16279.8 Yes No
HT001 4/7/03 9:29 AM 4/7/03 11:10 PM 13.67 202 PM 2000 Hr PM 16291.6 Yes Yes
HT001 4/8/03 4:42 PM 4/8/03 6:02 PM 1.35 120 Tires & Rims Replace tire - position #3 16308.7 Yes No
HT001 4/9/03 1:52 AM 4/9/03 2:17 AM 0.41 118 Suspension System L/F Suspension Noise 16316.2 No
HT001 4/9/03 2:17 AM 4/9/03 6:24 AM 4.11 120 Tires & Rims Replace tire - positions #1 & 2 16316.2 Yes No
HT001 4/9/03 9:00 PM 4/10/03 3:16 AM 6.27 100 Engine Low boost pressure 16330.2 Yes No
HT001 4/14/03 3:39 PM 4/14/03 9:21 PM 5.69 100 Engine Engine oil leaks / Low boost pressure 16434.8 Yes No
HT001 4/14/03 11:01 PM 4/15/03 2:22 AM 3.34 100 Engine Low engine power 16436.4 Yes No
HT001 4/15/03 3:23 AM 4/15/03 4:11 AM 0.79 100 Engine Engine derate 30 16437.0 Yes No
54
Significance
• Used to assess the effectiveness of maintenance
and repair planning
• High % scheduled downtime indicates inefficient
use of resources
• Many sites experience eight times more
unscheduled downtime than scheduled
• Key measure of equipment maintenance
management performance
55
Benchmarks
• Large mining trucks (785 – 793 class): 80% in
well-managed operations
• Other production mining equipment should have
similar metrics; non-production equipment
somewhat less
56
Interpretation
Scheduled vs. Unscheduled Work

[Based on Machine Downtown Hours]
50%
45%
40%
35%
Percent Scheduled
30%
25%
Trend
20%
(rolling average)
15%
10%
5%
0%
Jun-99 Jul-99 Aug-99 Sep-99 Oct-99 Nov-99 Dec-99 Jan-00 Feb-00 Mar-00 Apr-00 May-00
Month-Year
57
Asset Utilization
Definition:
The proportion of time that a machine is operating
(operating hours) divided by the total calendar time in
the period, expressed as a percentage
Operating hrs.
Asset utilization (%) = X 100
Total calendar hrs.
58
Asset Utilization
Data Sources
• Operating hours: machine service
meter readings
• Total calendar hours: total time in the
period analyzed
59
Asset Utilization
Significance
• High utilization makes maintenance and repairs
scheduling more difficult, requiring close
coordination between production and equipment
management operations
• Objective is to achieve high availability, good
reliability, and the lowest possible cost per unit
of production
60
Asset Utilization
Benchmarks
• Organizations with effective equipment
management operations achieve 90% utilization
on large mining trucks
• This benchmark is probably applicable for other
production equipment; non-productive equipment
may be slightly less
61
Asset Utilization
Interpretation
Asset Utilization Trend

100%
Asset Utilization / Availability Index (%)
95%
90%
85%
80%
75%
70%
Oct-02 1 Dec-02
2 3Jan-034 Mar-03
5 6May-037 Jun-03
8 9Aug-0310 Oct-03
11 12Nov-03
Month-Year
62
Maintenance Ratio
Definition:
The dimensionless ratio of maintenance and repair
man-hours to machine operating hours
Maintenance & repair man-hrs.

Maintenance ratio charged =
Operating hrs.
63
Maintenance Ratio
Data Sources
• Maintenance & repair man-hours: work
order history
• Operating hours: machine service meter reading
64
Maintenance Ratio
Significance
• Indicates level of effort required to keep equipment
in service
• Effectiveness of maintenance operation
• Can be calculated as “charged” or “direct”
65
Maintenance Ratio
Benchmarks
Machine Model Maintenance Ratio
785 / 793 Mining Trucks 0.30 to 0.35
D1O / D11 Track Type Tractors 0.40 to 0.50
992 / 994 Wheel Loaders 0.35 to 0.45
16 Motor Graders 0.10 to 0.15
24 Motor Graders 0.15 to 0.20
5000 Hydraulic Excavators 0.50 to 0.60
66
Maintenance Ratio
Interpretation
Maintenance Ratio
793 Mining Trucks Fleet
1.0 1.3
0.9 1.2
0.8 1.1
“Overall” Maintenance Ratio

"Charged" Maintenance Ratio
0.7 1.0
0.6 0.9
0.5 0.8
0.4 0.7
0.3 0.6
Benchmark Range
0.2 0.5
0.1 0.4
0.0 0.3
Jun-99 Jul-99 Aug-99 Sep-99 Oct-99 Nov-99 Dec-99 Jan-00 Feb-00 Mar-00 Apr-00 May-00
Month-Year
67
Exercise 4
Top Problems / Pareto Analysis
Definition:
The distribution of problems affecting a fleet of
equipment ranked in terms of MTBS, MTTR, impact
on availability and costs
Operating hrs.
MTBS (by system) =
Number of shutdowns (by system)
Downtime hrs.
MTTR (by system) =
Number of shutdowns (by system)
Impact on Downtime hrs. (by system)

availability = (1 – Availability (total machine)) X
(by system) Total downtime hrs. (by system)
69
Data Sources
• Operating hours: service meter reading
• Number of shutdowns: machine work order history
and dispatch system
• Downtime hours: machine work order history and
dispatch system
• Cost: may or may not be available at
your dealership
70
Significance
• Clear understanding of problems is necessary to
establish equipment management priorities
• Identification and quantification of top problems by
system helps correctly focus limited resources
71
Benchmarks
• Generic references available from Caterpillar
• Enables project management to identify and
prioritize critical issues
• Relatively small minority of issues typically causes
majority of grief on a project
72
Interpretation
Component / Total Total Ref. MTBS Ratio to Ref.

MTBS (hours)
System Downtime Shutdowns (hours) MTBS
Cooling
190.32 366 82.25 1300 15.80
System
“Unknown" 43.16 23 1308.89 5850 4.47
Electronics &
174.13 109 276.19 1250 4.53
Electrical
Chassis 188.70 39 771.91 2850 3.69
Brakes 340.14 93 323.70 1200 3.71
Air System
58.48 52 578.93 2100 3.63
& Starting
Engine 1265.92 172 175.03 550 3.14
Differential 68.85 12 2508.71 6950 2.77
Hydraulic
169.28 63 477.85 1250 2.62
System
Tires & Rims 348.61 128 235.19 550 2.34
Top problems by repair frequency - MTBS (hours)
73
PIP / PSP Completion Status
Definition:
A tracking tool used to monitor the status of
implementation of factory programs
Programs completed (by machine)

PIP / PSP completion (%) = X 100
Active & applicable programs
74
Data Sources
• Technical communications staff
• Machine history
75
Significance
• Factory-sponsored fixes and improvements
to base machine design
• Usually applicable to a defined serial
number range
• May be deployed on a before or after
failure basis
• Usually issued with 12-month timeframe
for implementation
76
Benchmarks
• Compliance with program recommendations is
viewed as critical to project success
• No program should be permitted to run beyond its
termination date without being addressed unless it
is an after-failure only program
77
Interpretation
• Low program completion percentages, programs
approaching termination date, or programs not
planned and scheduled are all indicative of poor
management practices
• Correlation of incomplete programs to top
problems analysis should generate reprioritization
of maintenance schedules
78
Exercise 5
Operations Management Metrics

– Top problems
80
Fuel Consumption
Definition:
The fuel consumption (average engine fuel burn rate)
for a fleet of equipment, expressed in volume (gallons
or liters) per hour
Total fuel consumed

Fuel consumption =
Operating hrs.
81
Fuel Consumption
Data Sources
• Fuel consumption: VIMS, ECM, or other machine
fueling records
• Operating hours: machine service meter readings
82
Fuel Consumption
Significance
• Application severity in mines changes over time
with changes to haul distances and grades
• Variation in application severity produces variation
in fuel consumption
• Fuel burn rate will signal needed changes to
maintenance strategies
83
Fuel Consumption
Benchmarks
• No external benchmarks
• Compare to historical data or projections from
FPC or Mine EIA
84
Fuel Consumption
Interpretation
240
230
220
210
200
190
Fuel Rate (l/hr)
Rolling 6 Month Average

180
170
160
150
140
130
Predicted Range
120
110
100
Month-Year
85
Payload Management
Definition
• An analysis of payload distribution for a fleet of
mining trucks expressed in terms of Caterpillar's
10/10/20 truck overload policy
• “The mean (average) of the payload distribution
shall not exceed the target payload, no more than
10% of payloads may exceed 1.1 times the target
payload, and no single payload shall ever exceed
1.2 times the target payload”
86
10/10/20 Truck Overload Policy
90% of loads should fall into this range
• No more than 10% of loads above 1.10
No more than 10% of loads should
• No loads above 1.20 exceed 110% of the target payload
• The average payload shall not exceed the target No loads should be above 120% of
the target payload
Durability
SAFETY
Productivity
Number of Loads
90 % 10%
80 85 90 95 100 105 110 115 120
% of Target Payload
87
Payload Management
Data Sources
• Gross machine weights: Cat Performance
Handbook, machine specification sheets, factory
documentation
• Payload data: TPMS, VIMS-TPMS reports
88
Payload Management
Significance
• Helps determine if truck operation is within safe
and commercially acceptable limits
• Pressure to reduce truck-loader pass match
usually results in higher operating costs
89
Payload Management
Significance
Component Life vs. Payload

For Typical Caterpillar Mining Trucks
Life Increase from Reducing Payload
Life Decrease from Increasing Payload

Component Life
80 85 90 95 100 105 110 115 120

% of Target Payload
90
Payload Management
Benchmarks
• Best documented performance is a
standard deviation equal to 6 ½ percent
of the target payload
• Payload management helps the
equipment manager adapt or modify
his maintenance strategy
91
Payload Management
Interpretation
Weights in 797B 793C 793C 789C 785C
Kilograms Flat Floor Dual Slope Flat Floor Dual Slope Dual Slope
Gross Machine 249,476
623,690 383,739 383,739 317,515
Operating Weight
Empty Machine
274,670 165,599 160,835 137,450 109,241
Weight (Std.)
Empty Machine
265,145 151,899 151,899 125,899 100,541
Weight (MSD)
PAYLOADS IN
METRIC TONS
Target Payload (Std.) 349 218 223 180 140
Target Payload
359 232 232 192 149
(MSD)
Max Gross Payload
(Std.)10/10/20 Limit 419 262 267 216 168
(not to exceed)
Max Gross Payload
(MSD)10/10/20 Limit 430 278 278 230 179
(not to exceed)
Maximum Do-Not-
696,264 431,457 431,457 356,342 279,957
Ever-Exceed GMW
92
Payload Management
Interpretation
Sample Mining Trucks Payload Management Trend

22% 2.20%
20% 2.00%
18% 1.80%
% of Loads > 110% of Target
% of Loads > 120% of Target

16% 1.60%
14% 1.40%
Management Limit (points below this line meet the “10-10-20” criteria)
12% 1.20%
10% 1.00%
8% 0.80%
6% 0.60%
4% 0.40%
2% 0.20%
Management Limit (points below this line meet the “10-10-20” criteria)
0% 0.00%
May-03 Jun-03 Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03 Jan-04 Feb-04 Mar-04 Apr-04
Month-Year
93
Haul Cycle Detail
Definition:
An analysis of the operations on a particular haul
road layout for a fleet of mining trucks that enables
the equipment manager to isolate the most
significant factors affecting overall fleet performance
and costs
Total empty distance + Total loaded distance
Average haul cycle distance =
Number of loads
Empty travel time + loaded travel time

Average haul cycle time =
Number of loads
Empty stop time + Loaded stop time

Average idle time =
Number of loads
Empty or loaded travel distance

Average haul cycle speed =
Empty or loaded travel time
94
Haul Cycle Detail
Data Sources:
• Truck Payload Management System (TPMS)
• VIMS-TPMS reports
95
Haul Cycle Detail
Significance
• Application severity of mining trucks directly
related to haul cycle details
• Haul cycle analysis can help avoid
premature failures
• Adjusting haul cycle details to benefit
production can have negative impact on
machine performance and cost
96
Haul Cycle Detail
Benchmarks
• Practical limits apply to operational parameters
such as speeds, grades, and haul distances
• Output of fleet production and cost (FPC) and
other application modeling software can be used
as targets
97
Haul Cycle Detail
Interpretation
• Analyze all detected changes in haul cycle details
in context of their potential influence on machine
condition and performance
98
Haul Cycle Detail
Interpretation
15
14
13
12
Time (minutes)
11
10
9
8
7
6
5
Month-Year
Loaded Travel Time Idle Time Empty Travel Time
99
Haul Cycle Detail
Interpretation
15 280
14
13 260
12
Time (minutes)
Fuel Rate (l/hr)

11 240
10
9 220
8
7 200
6
5 180
Month-Year
Loaded Travel Time Idle Time Empty Travel Time Fuel Rate
100
MARC / Customer Satisfaction

– Top problems
101
Definition:
The ratio of time that a machine is capable of
functioning in the intended operation (available hours)
to total calendar hours in the period under
consideration, expressed as a percentage.
The calculation of available hours is not a pure
calculation since the result is amended by downtime
hours that are specifically excluded or limited by the
terms of the contract
Total calendar hrs. – MARC downtime hrs.
Contractual availability (%) = X 100
Total calendar hrs.
102
Data Sources:
• Total calendar hours: total time in period
to be analyzed
• MARC downtime hours: machine work order
history and dispatch system
103
Significance
• Contracts ensure a specified level of availability,
enabling mines to meet production goals at a
predetermined operating cost
• Variations in contracts from site to site
• Contracts often place limits or caps on delays over
which the contractor has little control
104
Benchmarks
• Benchmarks or site-to-site comparisons are
impractical because of variations in contract
exclusions and limitations
• Target performance to contract definitions
and customer expectations
105
Interpretation
40 100%
Availability Index / Contractual Availability (%)

35 98%
30 96%
MTBS / MTTR (hours)
25 94%
20 92%
15 90%
10 88%
5 86%
0 84%
Oct-02 Nov-02 Dec-02 Jan-03 Feb-03 Mar-03 Apr-03 May-03 Jun-03 Jul-03 Aug-03 Sep-03
Month-Year
106
Putting It All Together
Has Impact On:

• Fleet availability & resultant production
• Quantity & cost of supporting infrastructure
• Efficient utilization of manpower & resources
Is Impacted By:
• Chronic machine defects (lack of
containment strategy)
• Condition monitoring (quality and / or quantity)
• Planning (poor use of grouped repairs)
• Repair quality (redo, addressing symptom not
cause, lack of training) use of information
(reactive vs. proactive)
108
Has Impact On:

• Quantity & cost of supporting infrastructure
• Efficient utilization of manpower & resources
Is Impacted By:
• High percentage of unscheduled repairs (poor
Condition Monitoring)
• Inadequate resources (manpower, facilities,
tooling, parts, etc.)
• Excessive delay times
• Inadequate planning & scheduling (minimal use of
grouped repairs)
• Performance metrics for mobile mining equipment
• Lack of training (excessive and / or ineffective
diagnostic / troubleshooting)
• Use of information (reactive vs. proactive)
109
Availability Index
Has Impact On:

• Production
• Customer satisfaction
– Since availability index is derived from MTBS and
MTTR, if either one or both are contributing to a
shortfall in the availability index, any influence will
be similarly felt by variations in availability index
Is Impacted By:
• MTBS
• MTTR
110
Has Impact On:

• Overall repair and maintenance costs
• Manpower and infrastructure requirements
• MTBS and MTTR
Is Impacted By:
• Product unreliability
• Condition monitoring quality
• Planning and scheduling disciplines
• Limited or inadequate use of backlog management
111
Asset Utilization
Has Impact On:

• Production, ... mine production results are related directly
to asset utilization (and operational efficiency)
• Revenue, ... revenue stream in a MARC environment is
related directly to asset utilization
• Manpower requirements, ... maintenance and repair labor
costs will increase with asset utilization
• Component life cycles, ... components will reach their
useful lives sooner as asset utilization increases
Is Impacted By:
• Repair efficiency / effectiveness, ... efficient and effective
repair execution results in less downtime, which in turn
produces higher asset utilization
• Mine production goals, ... asset utilization is influenced
directly by the mines production requirements
• Operator scheduling, ... low asset utilization resulting
from excessive stand-by hours (machine idle time) is
affected by the mines ability to schedule and assign
operators to the equipment
112
Maintenance Ratio
Has Impact On:

• Labor costs, … maintenance ratio too high
• Repair delays / excessive MTTR, …
maintenance ratio too low
Is Impacted By:
• High percentage of unscheduled repairs
• MTBS (too low)
• Inadequate condition monitoring
• Poor planning & scheduling
• Insufficient resources (shop bays, tooling,
equipment, etc.)
• Inadequate training
113
Has Impact On:

• Costs, ... operating costs can be better managed
and contained when key problems are known and
can be effectively dealt with via the continuous
improvement process
• Manpower requirements, ... manpower can be
deployed more effectively and efficiently when top
problems are identified and understood. Using
intuition (guessing) results in excessive
expenditures of labor
• Availability / reliability, ... optimum availability and
reliability can be achieved when key issues are
known and given appropriate attention for
resolution
114
Is Impacted By:
• Maintenance strategy, ... a repair-before-failure
strategy focused on early detection and failure
avoidance plays a fundamental role in problem
management, i.e., condition monitoring (quality
and quantity of inspections), planning &
scheduling, backlog management, etc.
• Maintenance execution, ... resources (facilities and
manpower) in adequate numbers and of sufficient
quality have a direct influence on the end results
• Application severity, ... drives the results
e.g., excessive fuel burn rate will tend to
magnify engine-related downtime, overloading
will accelerate power train and structural
deterioration, etc.
• Operating environment, ... haul road conditions,
ambient temperature extremes and precipitation all
have a role in determining which areas on the
machine will experience problems
115
Has Impact On:

• Costs, ... the inability to execute factory programs
may result in failures that include contingent
damage that falls outside the scope of the program
• MTTR, ... programs that are implemented on a
planned basis are inherently more efficient since
they derive the benefits of the planning process
Is Impacted By:
• Poor planning and / or scheduling, ... inadequate
prioritization of programs
• Failure in execution, ... insufficient resources
(personnel, shop bays, tooling, equipment, etc.)
116
Fuel Consumption
Has Impact On:

• Costs, ... of major components taken on a cost per
hour basis, maintenance manpower, and repair
facility requirements
• Component lives, ... useful life of engine and major
power train components will diminish as fuel
rates increase
• Maintenance strategy, ... must be monitored
and revised periodically to accommodate changes
in application severity indicated by deviations in
fuel rate
117
Fuel Consumption
Is Impacted By:
• Mine maturation, ... application severity as
indicated by increases in fuel burn rate will
increase as the mine develops, e.g., pit depth
(maximum vertical lift) and haul distances increase
• Mine operating efficiencies, ... application severity
as indicated by increases in fuel burn rate will
increase with the addition of dispatch systems or
loading tools, i.e., reductions in idle or wait time
will result in increases in fuel burn rate
• Fuel system operation, ... a malfunctioning fuel
system on one or more machines may produce
false indications of change in application severity
in terms of fuel burn rate
118
Payload Management
Has Impact On:

• Production, ... optimized payload management will
yield long-term production advantages that result
from better availability and higher speeds on
grade. That is, any short-term production benefits
that may result from overloading will be more than
offset by the increase in machine downtime and
reduction in loaded travel speeds that result from
overloading
• Maintenance costs, ... the cost per operating hour
of engines, power train components, structures,
the suspension system, dump body and tires as
well as that of maintenance manpower and repair
facility requirements will increase with overloading
119
Payload Management
Has Impact On:

• Operating costs, ... fuel consumption and the
associated fuel costs per operating hour will
increase with overloading
• Safety, ... overloading can result in a condition
in which the machine is operating outside the
certification limits of the brake and
steering systems
• Haul road maintenance, ... haul road damage as a
result of overloading will increase necessitating
additional maintenance
120
Payload Management
Is Impacted By:
• Payload measurement system operation, ... any
malfunction of the pay load measurement system,
e.g., system calibration, strut charge, strut sensor
operation, etc., on one or more machines will
result in erroneous load data that will produce
false indications of change in for the fleet
• Mine production requirements, ... an availability
shortfall or increase in the production demand may
result in intentional overloading in the interest of
short-term production gains
• Operating practices, ... backing onto the toe of the
cut, load placement in the dump body, and
tamping the load with the loader bucket will impact
payload measurement system accuracy
• Material density, ... normal variations in material
density as well as those that result from variability
in seasonal precipitation, i.e., material moisture
content, will complicate payload management
control practices
121
Payload Management
Is Impacted By:
• Truck-loader pass match, ... while it may yield
short-term production advantages, three to four
pass loading will make the task of payload
management much more difficult
• Bucket fill factor, ... muck pile variation that results
from blasting practices and / or material loadability
as well as normal variations in loader operator
skill levels may create problems for
payload management
• Bucket-dump body capacity, ... loader buckets that
incorrectly sized to the dump body will result in
problems for payload management
122
Haul Cycle Detail
Has Impact On:

• Production, ... application and operational changes
that increase haul distances, reduce haul speeds
or increase the percentage of idle time typically
result in decreased production
• Maintenance costs, ... the cost per operating hour
of engines and power train components as well as
that of maintenance manpower and repair facility
requirements will increase with increases in haul
cycle distance and average speeds. Likewise,
a reduction in the percentage of idle time (stopped
empty, stopped loaded and load times) for the
cycle may also indicate an increase in overall
application severity since component idle time is
far less likely to do damage to or take life out of
most major components
123
Haul Cycle Detail
Has Impact On:

• Component operating temperatures, ... drive train
components will tend to run hotter and reach their
equilibrium operating temperatures more quickly
as travel speeds and haul distances increase and
idle Operating costs, ... cost per ton tends to
increase with increases in haul cycle distance
since fuel consumption and the associated fuel
costs per operating hour will increase with haul
cycle severity
• Tire lives, ... tire temperatures and resultant
heat-related tire failures increase with speed (and
payload). Increases in average travel speeds,
longer one-way hauls, and reduced idle
(cool-down) time all have the effect of increasing
application severity
124
Haul Cycle Detail
Is Impacted By:
• Mine maturation process, ... as mines mature haul
cycle distances tend to become longer and pits
become deeper (increased vertical lift). As
a result, the impact of the application becomes
more severe in terms of its influence on fleet
performance and costs
• Grades, ... application severity increases as
grades and the percentage of time on
grade increase
• Haul road maintenance, ... substandard haul road
surfaces and increases in rolling resistance have
adverse affects on travel speeds, production and
application severity
• Dispatch system, ... the addition of a dispatch
system should reduce the amount of idle time
that the fleet sees. Thus, as dispatch
improves operational
125
Has Impact On:

• Customer satisfaction
• Production
• MARC financial risks, ... falling below the target
may require the payment of penalties or
guarantees defined in the MARC agreement
Is Impacted By:
• MTBS & MTTR, ... since availability is a direct
result of frequency and duration of
downtime events
• Asset utilization, ... since low utilization sites
tend to exhibit higher availability and vice versa
126
Using KPIs to Analyze & Manage Mine Performance
Case Study
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Caterpillar® Mining Performance Metrics

Data collected by a mine can be considered a

• A term used to describe the outcome of any

• Equipment Management Metrics

• Locate your student workbook and turn to

Total Calendar Hours

Total Calendar Hours

Total Calendar Hours

Scheduled Hours Unscheduled

Total Calendar Hours

Total Calendar Hours

Total Calendar Hours

Total Calendar Hours

Total Calendar Hours

Total Calendar Hours

Production Stand-by Maintenance

Total Calendar Hours

Total Calendar Hours

• Minor repairs and / or inspections executed during

Operating hrs. + Stand-by hrs.

Operating hrs. + Stand-by hrs.

Operating hrs. + Stand-by hrs.

• Equipment Management Metrics

Operating hrs. + Production delay hrs.

Machine Model MTBS

785 / 793 Mining Trucks 60 to 80 hours

D1O / D11 Track Type Tractors 55 to 75 hours

992 / 994 Wheel Loaders 55 to 75 hours

16 Motor Graders 95 to 105 hours

24 Motor Graders 55 to 75 hours

5000 Hydraulic Excavators 55 to 75 hours

MTBS Trend vs. Target for Large Mining Trucks

Machine Model MTTR

785 / 793 Mining Trucks 3 to 6 hours

D1O / D11 Track Type Tractors --

992 / 994 Wheel Loaders --

24 Motor Graders 3 to 6 hours

5000 Hydraulic Excavators 4 to 8 hours

MTTR Trend vs. Target for Large Mining Trucks

Effect of MTTR on Availability (for MTBS=40)

Machine Model Availability Index

785 / 793 Mining Trucks 88 to 92 percent

D1O / D11 Track-Type Tractors --

992 / 994 Wheel Loaders --

16 Motor Graders Est. 90 to 94 percent

24 Motor Graders Est. 84 to 88 percent

5000 Hydraulic Excavators Est. 84 to 88 percent

Availability Index Graphed with MTBS & MTTR

Availability Index (%)

T811 Monthly Maintenance Metrics

MTBS MTTR Availability Index

Scheduled downtime hrs.

Scheduled vs. Unscheduled Work

Asset Utilization Trend

Maintenance & repair man-hrs.

Machine Model Maintenance Ratio

785 / 793 Mining Trucks 0.30 to 0.35

D1O / D11 Track Type Tractors 0.40 to 0.50

992 / 994 Wheel Loaders 0.35 to 0.45

16 Motor Graders 0.10 to 0.15

24 Motor Graders 0.15 to 0.20

5000 Hydraulic Excavators 0.50 to 0.60

“Overall” Maintenance Ratio

Impact on Downtime hrs. (by system)