PBM Operations Year in Review

2018
Major Achievements and Improvements delivered to the
Business for the year
 1.1.1 Phu Kham Fixed Maintenance

1) A solid safety performance with no LTIs for 2018, reaching a mile stone in November of 5 years LTI free.
2) Our continued focus on the Take 5 process in line with the IIF initiative has seen the department do
more than 78000 Take 5”s for the year.
3) Our focus on JSA’s quality in both English & Lao has seen the development of more than ….. SWP.
4) Visible leadership improvement with a high volume of Job safety observation & work place inspections.
5) 5S Sustainability in workshop areas and laydown yard
6) Continued development of new supervisors and team leaders with on and off site targeted training.
7) Beyond 1D in line with our “you stay we train” initiative.
8) Potential superintendents that were in the in 2 x year secondment development program are in the
final stages of the program, which will see the first two Lao fixed plant maintenance superintendents
appointed at BHX in January 2019.
9) We have successfully integrated the Apprentices into the Mechanical and Electrical teams.
10) Our “Job Ready” is now embedded in the way we work and continues to make improvements in the
quality in way we execute the task by increasing our efficiency & reducing waste.
11) Our “Job owners” initiative is now embedded and supports the job ready process, by empowering each
supervisor to own & be accountable for the associated task.
12) Budget availability for the concentrator circuit 96%.
13) Sandvik crushing and screening plant continues to perform at sustained high availabilities.
14) Best in class hydro carbon management from Chevron.
15)

1.1.2 Ban Houayxai Fixed Maintenance

1) A solid safety performance with no LTIs for 2018.

2) Our continued focus on the Take 5 process in line with the IIF initiative has seen the department do
more than 40000 Take 5”s for the year.
3) 5S Sustainability in workshop areas and laydown yard
4) The potential superintendents that were in the in 2 x year secondment development program are in
the final stages of the program, which will see the first two Lao fixed plant maintenance
superintendents appointed at BHX in January 2019.
5) Maintenance training superintendent appointed in line with the training and mentoring of the new Lao
superintendents coming online in January 2019.
6) As part of our Lao development program new supervisors & team leaders were appointment in the
mechanical & rigging teams.
7) Set new record availabilities for both the crushing and grinding circuits. Mill 97.12% and Crusher
93.41%.
8) Best in class hydro carbon management from Chevron.
9) All cost in line with Budget.

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2018 Departmental Achievements

1.2 PKM Fixed Plant Maintenance

Chevron best in class for hydrocarbon management

The main focus of the improvement process for 2018 within PKM Fixed Plant was sustaining and improving
safety, availability and cost performance. This was achieved through the focused attention to LEAN
processes, waste elimination, design improvement and strategic value generation projects.

Areas of ‘Technical Plant Improvement’s’ delivered to Phi Kham Fixed Plant in 2017, have included the
following.

1.2.1 Concentrator Circuit

 Availability result of 96 % - which included 1 x extra shell reline in December.

 SAP Zero Based Budget for all fixed plant areas. Continued development of the SAP with an increasing
number of PM’s supporting the FMEA program and accurate cost forecasting. Major tasks are now
implemented within SAP to allow for accurate cost forecasting to LOM.
 Maintenance Strategy Review 95% complete for Phi Kham, focusing on FMEA, PM’s, WI’s, SAP PRT’s
and Spares for all fixed plant areas. Mid-year audit feedback provided focused areas for improvement.
 MSR/FMEA Process - Total generated PMs out of the PKM Fixed Plant Maintenance Strategy Review
(FMEA Process) is 310. There are 512 PRT documents including Work Instructions, Inspection Sheets
and Procedures have been created to date. There are still some PRT documents in progress (for
creation, validation, approval, publishing, and attachment in SAP).
 Quick change out techniques – LEAN (QCO) methodologies :
o Improved change method for Feeder 1 and 2 Pans and Chains; reduced from 71 hrs. to 30
hrs.
o LEAN improvement initiatives on the Filter Press and ISA Mill shutdowns have seen a 50%
reduction in the time required to complete the tasks, with no impact on the reliability of
the asset.
o Ball Mill Reline methodology Ball Mill 2 Reline; allowing us to strip and build
simultaneously, reducing reline time by 40%.
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 o Sustained cyclone feed pump change out/rebuild tool time reduced from 8 – 10hrs to 2.5 –
3.5hrs.
 Trommel removal safety platform and anchor point, improve our trommel change process.
 Installation of ergonomically friendly lighter clip in trommel panels. Removing hazards associated with
panel weight and reducing the time associated with replacement.
 Motorized Conveyor Belt Reeler – Allow Safe Controlled Belt Motion during conveyor belt change outs.
 The development of a first class workshop tool store in line with our 5S standards. Increasing team
capability and capacity to deliver high quality workmanship.
 Addition walkways improving safe access and efficiency by reducing motion waste.
 Shutdown Control Centres at Concentrator on Mill Deck, along with specialized tools containers onsite.

1.2.2 Crushing Circuit

 Availability result of 93.88.

 Installation of a two row concave system in the crusher, reducing our change out from two per year to
one per year.
 Crusher Mantle Rebuild Station, enabling us to carry out major rebuilds and quality repairs.
 Onsite rebuild of our spare crusher main shaft.
 Shutdown Control Centres at the Crusher, along with specialized tools containers onsite.

1.2.3 Sandvik Crusher

 Sandvik crushing and screening plant continues to perform at sustained high availabilities.
 Standard Stairs and Work Access Platforms for Sandvik Crusher Plant, improved access for maintenance
and operations.

Value Generation Projects

There were 13 Value Generation Projects for PKM Fixed Plant completed and implemented in 2017, with a
combined proposed cost saving of $1,766k. An additional 14 projects are in progress at the end of 2017
which have a proposed value of over $4,489k. These pending projects will be prioritised and implemented
during the course of 2018.

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 1.2.4 Grinding and Crushing Circuit

Figure 1 - PKM Concentrator and Primary Crusher Availability

Improvements including: Safety, LEAN processes, Waste elimination & 5 S

SAG & Ball Mill Air receivers: Eliminate frequent pinion cycle grease alarms, by providing stable air supply

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CV02 Head end compressor: Provides air supply for pneumatic tools & reduces trip hazards for hoses on walk ways

CV03 Extension skirt boards: Eliminate overflow rock hittin pull wire & tripping CV03 during high tons

Chute 74/75 mass flow bins: External liner change out to eliminate confined space & decrease change out time

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 Chute 8 & 9 Mass flow bins: Waste reduction 4 piece insert reducing change out time by 30 hours

Raw water transfer pumps: Increased water transfer capacity & reducing failure on PU 92-93 running above their
duty cycle

SAG & Ball Mill lube rooms: Enclose critical lube rooms to eliminate oil contamination & 5S improvements

Feeder 14 2 – Axis Monorail: Eliminate manual handling & reduce link change out time

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 1.3 BHX Fixed Maintenance

Chevron best in class for hydrocarbon management

The main focus of the improvement process for 2018 within Ban Houayxai Fixed Plant was sustaining and
improving Safety, Availability and Cost outcomes. This was achieved through the adoption of LEAN
processes, waste elimination, design improvement and strategic value generation projects.

Areas of ‘Technical Plant Improvement’s’ delivered to Ban Houayxai Fixed Plant in 2017, have included the
following.

 Record availabilities were delivered in the crushing and grinding circuits for 2018. Mill 97.12% and
Crusher 93.41%. The MTBF has significantly improved in 2018 supporting the result. This has been
achieved by the below improvements delivered during the year, standards of work practice continued
to improve.

Figure 2 - BHX Grinding and Crusher Availability

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Improvements including: Safety, LEAN processes, Waste elimination & 5 S

Ball mill trommel spray bar modification: Increase trammel performance

Tails Line Pigging: Cynide complience

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 Ball Mill Trommel plateform extension: Safe servicing of the Trommel

CIL Tank transfer pump: Draining of CIL Tank in 8Hrs vs 4 Days

Ball Mill feed chute rock box: Improvement to cope with high wear area & blockages

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 Booster pump for water cannon: ……..

Booster pump for the Choke Station: …….

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