Productivity Improvement on

Development

Kevin Whipkey, Norwest Corporation

The Rocky Mountain Coal Mining Institute
101st Convention & Annual Meeting

How is Improvement
Being Achieved?
Section

Equipment
Mine Layout/Projections
Work Schedule
Maintenance
Management

Section Equipment

Full-face
z

CM/roof bolting machines

In-place mining vs. place-change mining

Adequate

numbers of equipment

Haulage cars
z Roof bolters
z

Joy 14CM15 Miner/Bolter

Voest-Alpine ABM 14 Miner/Bolter

Typical Cut Sequences

* Full-face
CM/bolter

Adequate Numbers of
Equipment
Haulage
z

Optimize for particular section set-up

Roof
z

cars

bolters

Typically 2 machines to minimize

wait-on-bolter time

Mine Layout/Projections

Number
Pillar

of Entries

Sizing

Ratio:

Total Development/Panel Length

Number
of
Entries

Number of Entries

Three-entry
z

gate development

Most common

Two-entry

gate development

Safety considerations
z Western U.S.
z

Pillar
Sizing

Pillar Sizing
Increase

pillar length

Improves roof control

z Reduces cross-cuts
z Restricted by regulations (ventilation)
z Point of diminishing return
z

Safety
z

is determining factor

Adequate roof & rib control

Ratio of Gate Entry Development

(total linear feet) to Panel Length
(feet)
Ratio

of 4 or less is optimal

Work Schedule

Alternative

schedule

Traditional

schedule

Weekend Warrior 7-Day Work

Schedule

Alternative Schedule - Pros

Increase

utilization of capital
investment

Reduce

number of hours worked by

each employee (theoretical)

Improve

attitude of workforce

Alternative Schedule - Cons

Requires

Mixed

additional manpower

results

Production
z Overtime hours
z Cost
z

Idle/Preparation Shifts
Belt

and power advancements

completed within allocated time frame

Production

equipment serviced and

ready for operation

Time

to first coal is critical

Example of Schedule Change

Send

in a few personnel just prior to shift

starting time to perform required
regulatory checks on section &
equipment
Improvement of 15 to 30 minutes for time
to dump 1st car

Maintenance

Preventive

Predictive

Maintenance

Maintenance

Preventive Maintenance

Enhanced

by computer software

packages
Reduce

unscheduled downtime

Consistent servicing
z Component replacement prior to failure
z

Improve

availability

Predictive Maintenance

Increased

emphasis as technology
has become more accurate, practical,
and affordable

Predictive

maintenance engineers

Examples of Predictive Maintenance

Type

Vibration
analysis
z Thermography
z Non-destructive
testing
z

Applications

Electrical motors
z Conveyor belt
systems
z

FLIR Systems Infrared Camera

Management
Emphasis

Back

on CM development

to basics

Average Delivered Price of Total

U.S. Coal Production
60
50
40

$/Ton

30

Bituminous

20

All Coal Types

10
0
1980 1985 1990 1995 2000

Year

Management Items
Coordinators
Mine

modeling
Accountability
Industrial engineering
Problem solving

Coordinators

Longwall

CM

coordinators

coordinators

CM Coordinator Organization
Chart

Mine Modeling

Improved

forecasting of CM
development

Allows

What if analysis

Future

timing problems identified

early

T
I
M
I
N
G
M
A
P

Accountability

Stressed

at all levels, from equipment

operator to upper management

Projected

and actual performance

data for safety, cost, and productivity
now being shared

W
A
L
L
C
H
A
R
T

Production Crew A
Production Crew B
Production Crew C
Production Crew D
Preparation Crew
Foreman: Smith
Crew B - Foreman: Jones Crew C - Foreman: Doe Crew D - Foreman: Buck
Foreman: B. Ready
Footage Mined
Footage Mined
Footage Mined
Footage Mined
Time to First Coal (min.)
June Target Actual Diff. Target Actual Diff. Target Actual Diff. Target Actual Diff. Target Actual Diff.
150
100
(50)
150
165
15
15
10
5
1
150
155
5
150
160
10
15
15
0
2
180
200
20
180
180
0
15
25
(10)
3
180
175
(5)
180
190
10
4
150
145
(5)
150
155
5
5
150
160
10
150
170
20
15
20
(5)
6
150
165
15
150
175
25
15
5
10
7
150
140
(10)
150
110
(40)
15
10
5
8
150
150
0
150
145
(5)
15
10
5
9
180
180
0
180
165
(15)
15
20
(5)
10
180
185
5
180
175
(5)
11
150
135
(15)
150
140
(10)
12
150
125
(25)
150
150
0
15
30
(15)
13
150
145
(5)
150
150
0
15
10
5
14
150
170
20
150
160
10
15
15
0
15
150
155
5
150
135
(15)
15
5
10
16
180
185
5
180
205
25
15
15
0
17
18
180
185
5
180
190
10
150
140
(10)
150
150
0
19
150
90
(60)
150
180
30
15
20
(5)
20
150
165
15
150
120
(30)
15
15
0
21
150
170
20
150
140
(10)
15
15
0
22
150
150
0
150
165
15
15
10
5
23
180
195
15
180
185
5
15
20
(5)
24
180
150
(30)
180
185
5
25
150
160
10
150
135
(15)
26
150
140
(10)
150
130
(20)
15
15
0
27
150
135
(15)
150
135
(15)
15
10
5
28
150
170
20
150
125
(25)
15
5
10
29
150
155
5
150
170
20
15
10
5
30
Total 2,700
2,640
(60) 2,700
2,685
(15) 2,040
2,035
(5) 2,040
2,055
15
330
310
20

Month

Industrial Engineering

Time

study/productivity
improvement analysis

In-house

and independent
technical review of CM operating
practices

S
T
U
D
Y

0
52
7
6
5

3.87
24.25
1.98
4.98

Totals

35.08

3.87
24.25

0.00

0.00

0.00

0.00

0.00

6.97

Comments

Overlap
Travel In

1.98
4.98

0.00

Key
Words

Lunch

Travel
Out

Travel In

Travel, Lunch
Overlap

NonMaint.

Maint.
Delay

Move
Time

Delays
Extend
Tube

Reset
Time

Change
Time

Load
Time

49
52
17
19
24

Elapsed

19
19
20
20
20

Delay
Code

Elements
Cycle
Car

Start Portal Meeting

Depart Surface
Travel In
Safety Meeting
Walk to Miner

Seconds

Minutes

T
I
M
E

Activity/Event

Hours

Company - Mine
Date - Shift
Time O'day

Non Maint
Non Maint

3.87 24.25

0.00

0.00

Place 1
MOVE
Wait on Bolter
MOVE
Load
Change
Load
Change
Load
Change
Load
Change
Load
Change
Load
Change
Load
Change
Load
Change
Load
Change
Load
Change
Load
Change
Load
Load
Reset
Load

Place 1 Totals
Place 1 Averages

1
1
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2

23
56
5
5
10
10
12
12
17
18
19
20
24
25
27
28
32
32
34
35
39
41
42
43
45
45
45
49
49

25
31
2
47
1
56
10
45
35
16
49
45
53
36
24
0
23
58
38
33
50
4
32
17
16
52
52
3
58

20
18
20
18
20
18
20
18
20
18
20
9
9
18

4.32
33.10
8.52
0.75
4.23
0.92
1.23
0.58
4.83
0.68
1.55
0.93
4.13
0.72
1.80
0.60
4.38
0.58
1.67
0.92
4.28
1.23
1.47
0.75
1.98
0.60
0.00
3.18
0.92

Mine Foreman/Shift Coord.

Section Foreman
Miner Operator
Crew: 8 + 2 mechanics

4.32
33.10

Maint

8.52
0.75

Push
4.23

start of cut
Back in #2 entry to 31 break
Bolter down for hydraulic oil
From #2 to #3 entry
Push car
Bolts 2 feet from face

0.92
1.23
0.58
4.83
0.68
1.55
0.93
4.13
0.72
1.80
0.60
4.38
0.58
1.67
0.92
4.28

Miner set over to right side

1.23
1.47
0.75
1.98
0.60
0.00

Clean-up
3.18

0.92

90.87 10.18 31.57

0.44 1.37

Clean-up

3.18
0.14

0.00 12.84 33.10

0.00

0.00

0.00

0.00

0.00

Clean-up
Move to left side
Clean-up

Cut Dimensions: 37.0' x 18.5' x 10.0'

Total Cars Loaded: 14

Production Model
S e c tio n N a m e
(a v e ra g e o f X o b s e rv e d s h ifts )

Im p r o v e m e n ts
a fte r C h a n g e s

In cr e m e n ta l
C hanges

D if f e r e n c e

U s e r I n p u ts
T o ta l S h ift T im e (m in .)
T ra v e l T im e
(In )
(O u t)
L u n c h T im e
D e la y s ( M e c h a n ic a l)
( N o n -M e c h a n ic a l)
P ro d u c tio n T im e A v a ila b le
M e c h a n ic a l A v a ila b ility
N o n -M e c h a n ic a l A v a ila b ility
S e c tio n A v a ila b ility
C ut
(D e p th ) ft.
(H e ig h t) ft.
(W id th ) ft.
(D e n s ity ) lb /ft3
C a r P a y lo a d (T o n s )
T ons Per C ut
T ons P er Foot of A dvance
C a rs p e r C u t
C a r L o a d T im e ( M in .)
C a r L o a d R a te (T /M in )
C a r C h a n g e tim e
M in e r R e s e t T im e
M in e r M o v e T im e
P ro d u c tio n T im e p e r C u t
C u ts P e r S h ift
P r o d u c tio n T o n s
F e e t P e r S h ift
P ro d u c tio n D a y s to D e v e lo p
8 ,0 0 0 ft. P a n e l

600
2 4 .0
2 2 .0
6 0 .0
4 5 .0
4 4 9 .0
9 0 .0 %
9 2 .5 %
8 2 .5 %
3 3 .0
8 .5
1 9 .5
85
1 2 .0
2 3 2 .5
7 .0
1 9 .4
0 .9
1 3 .3
2 .1
0 .8
1 5 .5
7 2 .3
6 .2
1 ,4 4 3
205

8 4 .8
T o n s P e r m in u te O p e ra tin g
3 .2 1
P o ss. P ro d . T o n s @ 1 0 0 %
1 ,7 8 0
O p e ra tin g E ffic ie n c y
8 1 .1 %
A n n u a l T o n n a g e 1 ,0 1 0 , 2 8 1

T o ta l S h ift T im e (m in .)
T ra v e l T im e
(In )
(O u t)
L u n c h T im e
D e la y s (M e c h a n ic a l)
( N o n -M e c h a n ic a l)
P ro d u c tio n T im e A v a ila b le
M e c h a n ic a l A v a ila b ility
N o n -M e c h a n ic a l A v a ila b ility
S e c tio n A v a ila b ility
C ut
(D e p th ) ft.
( H e ig h t) ft.
( W id th ) ft.
( D e n s ity ) lb /ft3
C a r P a y lo a d (T o n s )
T ons P er C ut
T ons P er Foot of A dvance
C ars p er C u t
C a r L o a d T i m e ( M i n .)
C a r L o a d R a te (T /M in )
C a r C h a n g e tim e
M in e r R e s e t T im e
M in e r M o v e T im e
P ro d u c tio n T im e p e r C u t
C u ts P e r S h ift
P r o d u c tio n T o n s
F e e t P e r S h ift
P ro d u c tio n D a y s to D e v e lo p
8 ,0 0 0 ft. P a n e l

600
2 4 .0
2 2 .0
6 0 .0
3 3 .0
4 6 1 .0
9 0 .0 %
9 4 .5 %
8 4 .5 %
3 3 .0
8 .5
1 9 .5
85
1 2 .0
2 3 2 .5
7 .0
1 9 .4
0 .9
1 3 .3
2 .1
0 .8
1 5 .5
7 2 .3
6 .4
1 ,4 8 2
210

(1 2 .0 )
1 2 .0
0 .0
0 .0
0 .2
3 9 .0
5 .5

0 .0 %
0 .0 %
0 .0 %
0 .0 %
0 .0 %
-2 6 .7 %
2 .7 %
0 .0 %
2 .2 %
2 .4 %
0 .0 %
0 .0 %
0 .0 %
0 .0 %
0 .0 %
0 .0 %
0 .0 %
0 .0 %
0 .0 %
0 .0 %
0 .0 %
0 .0 %
0 .0 %
0 .0 %
2 .7 %
2 .7 %
2 .7 %

8 2 .6
T o n s P e r m in u te O p e ra tin g
3 .2 1
P o ss. P ro d . T o n s @ 1 0 0 %
1 ,7 8 1
O p e r a tin g E ffic ie n c y
8 3 .2 %
A n n u a l T o n n a g e 1 ,0 3 7 , 2 8 2

( 2 .2 )

-2 .6 %

1 .0

0 .1 %

2 7 ,0 0 1

2 .7 %

1 2 .0

2 4 m in . s a v e d
0 .5 0 f a c t o r
1 2 a c tu a l

0 Feet C hange
0 Feet C hange
0 Feet C hange
0 T ons C hange

R a te
M in u te s s a v e d
M in u te s s a v e d

Problem Solving
Team

concept incorporating
employee input

Reward

system

Team

discussions may identify other

problem areas

Empowering

employees improves
attitude and performance

Summary
Management

focus on CM
development critical to productivity
increases

Technological

advances continue to
drive improvement, but are not primary
factor

Maintenance

programs have evolved

into important tools

Summary (cont.)
Mine

layout limited by specific

conditions

More

critical aspect of section

equipment selection is having
adequate numbers

Correct

work schedule for each

operation

Acknowledgments
The

operating companies that responded

to requests for information, and provided
feedback for this paper
Wayne Thomas @ Joy Mining Machinery
Frank Hyden @ Voest-Alpine
Mike Rotigliano @ FLIR Systems