Basic knowledge of maintenance activities &

support guide for mining customer

2009/12
Service Department
Product Support Division
Contents:

Foreword

Part 1 Basic knowledge of maintenance activities of mining

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

Part 2 Practical activities for mining customer support

1.-Availability improvement (KAIZEN)
2.-Support
2.1. -Quality issue feedback with the factory
2.2. -OEM and Distributor support
2.2.1.-Technical and field support (Troubleshooting, training, etc)
2.2.2.-JoiFUL program
2.3.-Dump trucks Payload policy.
2.4.-General Site Maintenance Process Check Sheet
3.-IT system
3.1.-VHMS
3.2.-R+M Care

Appendix
General Site Maintenance Process Check Sheet
Daily downtime control sheet
Foreword:

The targets of this guide are:

Target of Part 1
Give the basic knowledge of the mining maintenance organization and activities related to the
Komatsu mobile equipments to the beginner’s people in the product support or services
department of the OEM and Distributors in order to grow their experience and orientate them
to provide support to the mining customer with the right knowledge.

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

General
Service activities and support to a mining client differ in comparison to other customers due
to the large size of equipment; its quantities, continuous operation (24 hours and 365 days a
year) and direct relation to the productive process and the mine operating costs. In the mining
operation the maintenance budget is the first or second bigger budget of the total.
The mining customer in the major percent are global customer that have a standard operation
in the different mine site with strong application for safety, environment and fleets
management programs to assure high productivity with low operating cost in a friendly and
safe environment for workers and the environment that exceeds some time the local
regulations.

This material describe in general the mining maintenance operations related to the Komatsu
equipments and intended to give the knowledge of the activities in this area with the
measurements index of the maintenance operation in the mine site, related to the mobile
equipments use. The target is to give a general understanding of these activities to know how
to approach the support activities in the customer direction.

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

The support activities from the distributor play a fundamental role to achieve the customer
success in the mine site operation and the generation of a strong and long relationship with the
customer to obtain new business opportunities. The support from OEM to the distributors and
customer is very important in this relation to assure the win-win-win relationship from each
party.

At the same time the opportunely communication and feedback of the distributor with the
OEM is the route to improve the quality of the product shortening the lead times to give a
quick reply to the customer requirements.

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Part 1 Basic knowledge of maintenance activities of mining

1.- Mining maintenance Organization general description.

The operations of the equipments at the mine site normally are continuous 24 hours daily
operation per 365 days per year and the quantities of the fleet of equipments are big. That
means that the intervals between the different maintenance routines are shorter compared with
the construction area machine operation.
Example: If an equipment of the mine operates 22 hours per day and the periodical
maintenance intervals are every 250 hours of operation. This means that the equipment must
have maintenance every 12 day, so about 2.5 maintenances per month. If the fleet of
equipments with the same operation is 36 units that mean that every month the service
personnel have to carry out, 90 periodical maintenances. To these we have to add the failures
events and the other activities considered in the maintenance plan like the components change
and others repairs (Buckets, dump bodies, tires, Undercarriage, etc).
With this operation features in the mine sites, the maintenance activities for the machine are
very frequent so that require to be very well organized to make the plan of maintenance
considering all the necessary resources and items to assure a good equipments performance
and the less production interruption.

1.1.-Strategy
The maintenance strategy is defined in the initial stage of the project planning. Normally the
Customer adopted some maintenance strategy, so they establish an organization to carry out
the maintenance program. In general the recommended strategy of maintenance is based in
preventive maintenance with addition of Predictive and condition monitoring maintenance
activities according to the features of the equipments operation and relevance in the
productive process to obtain a low operational cost and the maximum productivity. In the last
period the trend of the maintenance strategy is the (RCM) Reliability Centered Maintenance
so the focus of the maintenance is the reliability of the equipments to avoid the unscheduled
failures due to the costs effects of these events in the process. In the normal business
operation cost chart figure below is possible to visualize what is the effects of the unscheduled
or failures events (Variable costs) in the business. To implement a good maintenance program
the information and metrics to evaluate the maintenance and equipments performance is
fundamental so the information collection and analysis process establishment is imperative.

Revenue
Profit
Total Cost

Repairs –
variable cost
Fixed Cost that eats profit
Preventive
Fixed Maintenance Costs Variable Cost
and Predictive
Maintenance
Variable
Variable Maintenance
Maintenance Costs
Costs

Output / Time
Normal Business Operations

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There are three type of maintenance would be considered to care mining machines.
1.-Corrective maintenance. The focus of the maintenance organization has to be to
minimize and reduce the corrective maintenance (Failures and accidents) with
preventive and proactive maintenance practices and the distributor and OEM support.
2.-Preventive maintenance.
-Periodical maintenance, inspections and backlog.
-Components replacements.
-Predictive maintenance
-Oil analysis
-Condition monitoring
3.-Proactive maintenance
-KPI’S, Downtime analysis and countermeasures implementation
-Kaizen

1.2.-Maintenance Organization.

•Organization chart Codelco Andina Case in Chile (FMC)

Field Manager

VHMS
Reliability
Planner Safety Advisor Operational Boss Administrative
Engineer
1 1 2 1
1

Shift A Shift A
Shift A1,A2, B1& B2
Shift B Shift B Welders Cleaner
Statistic A Statistic B Supervisor
2 2 4 1
4
Tools room man Ware house man

Shift A1 Shift A2 Shift B1 Shift B1

14 Technician 11 Technician 14 Technician 11 Technician

Fleet Model Qty

Dump Truck 730E 11
Total staff for Full maintenance contract = 73 Bulldozer
Bulldozer
D375
D275
2
4
Motrograder GD825 3
Wheeldozer WD600 1
*Journey = 4 days off 4 days on, 12 hours per day

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

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

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

Periodical maintenance team

In case of the maintenance activities the periodical maintenance is the most important to keep
the equipments in a good performance and at the same time it is normally the only
opportunity to carry out corrections, inspections, backlogs as a planned events due to the time
that the equipments is available for the routine maintenance. In the major of the cases the
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maintenances organizations assume the periodical maintenance as a routine activity without
realize the importance and the opportunity of the optimization of the time of this activity to
assure the quality of it and add preventive maintenance, inspection, backlog activities in order
to avoid failures.

In workshop repair and field service repair teams

These two groups are in charge to make the troubleshooting, diagnostic and repair of the
failures of the equipments (In the major percent unscheduled events) in the workshop or in the
field depending of the severity of the failure. This activity requires expertise people in the
equipments systems.

Components exchange team.

This group is in charge to carry out the long term maintenance plan, components replacements
by interval.
One of the benefits of this distribution is the specialization of the people and the task time
reduction increasing the efficiency and if rotation of the personnel in the different teams is
implemented, that will increase the technical skill level improving the efficiency.

In the mine site the shift journey for work are different depending on the country regulations
and the location (Isolated areas and environments condition). Normally the relation between
equipments and number of service people for mining equipments varied from 1.5 to 2.8
service personnel per equipment (Based in Chilean experience) counting the complete
group(Total force of shifts: Manager, supervisors, planners, schedulers, Warehouse personnel,
tools room personnel, technical advisors, mechanics, electricians, welders and others).
Example: If the fleets of equipments are 40 units the required service personnel to the
maintenances activities are between 60 and 112 total force to be distributed in the different
shift for 24 hours daily coverage, depending on the equipments features, environment
conditions, operation severity and shift time distribution. The consideration of the numbers of
people for the maintenance depend on the activities of the planned and scheduled maintenance,
with a factor of the unscheduled events, mine site location, environments condition, local
regulations, skill levels and others.

Using the same example of the periodical maintenance mentioned above: If an equipment of
the mine operates 22 hours per day and the routine maintenance intervals are every 250 hours
of operation. It means the equipments must have maintenance every 12 day, so about 2.5
maintenances per month. If the fleet of equipments with the same operation is 36 units that
mean that every month the service personnel have to carry out, 90 routine maintenances. If the
average time of each periodical maintenance is, 12 hours and the personnel required are three
for each maintenance(Considering a working shift for the people of 12 hours), so daily service
personnel required are 9 people to cover the periodical maintenance(3 services per day). To
this is necessary to add the replacement people in the rest period so the number will be
multiplied per two (18 people).

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

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Daily periodical maintenances: = 90 / 31. 3.
If average duration, of periodical maintenance: = 12 hours.
Service personnel required for periodical maintenance: 3 people.
Daily people required for the periodical maintenance (Considering working shift for the
people 12 hours): 9 people (3 services per day).
This number has to be multiplied per two to cover the rest time of the people. So number will
be: 18 people.
Note: to have a right number have to be considering the shift and journey distribution, and in
some case the periodical maintenance is not carried out at night shift.

Now to the periodical maintenance team has to add the people to carry out all the others
maintenance activities using the same concept.

1.2.2.-Planning & Scheduling

In the maintenance organization is the Planning & Scheduling section. Depending on the
different fleet of equipments; the Planning & Scheduling are distinguishing in sections. For
example Planner for loading equipments, Planner for trucks and planner for support
equipments plus schedulers. This section is the responsible for all the planning & scheduling
of the maintenance activities (Periodical Maintenance, backlog management, Components
exchange, planned repairs and others).

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

1.3.-Maintenances activities

1.3.1.- Maintenance working process flow

These flow charts are typical machine maintenance operation between each organization in
the mine site. Each organization should have close communication for the maintenance
activities for the machine performance in good standard and for the machine downtime under
control.

Short term planning

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

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 Mine operation Planning / Scheduling Maintenance Distributor

1.Maintenance Periodical Maintenance

planning (500hrs,1000hrs,2000hrs)
Backlog Product Improvement (FC)

Inf orm of maintenance schedule

(At last one week in advance)
2.Maintenance
schedule Issue work order
Machine down scheduling
Assign Labor & Shop space
3. Preparation
Parts order
Distribute parts

Prepare & confirm

parts needed

4.Implementation
Implement PM

5.Record Record

Down time

Variance

6.Reconciliation
Reconciliation

Long term planning

Long term planning is for the major component change out such as for engine, transmission,
pumps, cylinder, etc..
This information should be shared at least one month in advance.
Mine operation Planning / Scheduling Maintenance Distributor

1.Long term planning Plan long term maintenance

(Component change out )

2.Monitor SMR

3.Long term schedule Inform of long term schedule

4. Parts order Parts order

Parts distribution

5. Preparation Issue work order

Prepare tools & Jigs

Assign Labor & Shop

6.Implementation Machine down

Implement long term maintenance

7.Record Record

Down time

Variance

8.Reconciliation Reconciliation

Day to day job (Breakdown)

The breakdown event can’t be estimated. The planner and maintenance people should
consider how to return the machine back in service quickly. The feedback system of
downtime result should be organized for the future improvement.

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 Mine operation Planning / Scheduling Maintenance Distributor

1.Maintenance Machine failed

planning Inf orm

2.Investigation Request investigation

Not critical
Investigate
Keep in backlog
Need repair immediately
3.Issue work order
Issue work order

Parts?
N Order parts

Parts distribution
Y
4.Repair

Repair

5.Record Record

Down time

Variance

6.Reconciliation
Reconciliation

1.3.2. -Planning &scheduling

Normally the maintenance organizations have to be in charge of the following activities:

Operations Manager
Maintenance Manager
Planners
Supervisors

5 / 10 Year 1 Yr 1 Mth 1 Wk Daily

Maintenance Plan Plan Plan Plan Plan

Short Term
Long Term Plan Plan Locked-in Schedule

Strategic Tactical

With the same example mentioned before, Planning & Scheduling have a fundamental role in
the maintenance activities to assure the optimum resources utilization and that every thing
will be ready to carry out the maintenance activities at the right time and the right process. In
general Planning & Scheduling make the complete short term plan (Periodical maintenance,
Inspection and Backlog) and long term plan (Components replacements) of maintenance with
the complete resources and procedures and schedule the execution when every thing is ready
before the equipment detention. Keep the record of the activities and events to be used in the
maintenance plan corrections and improvements activities. Monitor the equipments

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performance by KPI’s and implement the continuous improvements to assure the targeted
equipments KPI’s.

1.3.3.-Periodical Maintenance
Komatsu provides the recommended periodical maintenance task list and the frequency
interval (Maintenance chart schedule) for the equipment. In case of Komatsu equipments is
based on operation hours by the use of a service meter reading (SMR). Depending on the
working condition and the severity of the operation some another task are added to the
periodical maintenance. This addition of task to the periodical maintenance are generated by
the recommendation of the predictive maintenance utilization(Oil analysis or other), backlog
activities or the results of the analysis by the maintenance personnel utilizing the records of
events of the equipments to avoid the failures during the operation. The periodical
maintenance plan is prepared by the planner or planning section considering the complete
work package to carry out the job. Work package have to consider the following resources:
Service personnel required for the maintenance, safety instructions, Time duration of the
maintenance, task list and procedures, required parts, required special tools list, lubricants,
general materials, support equipments and check and feedback sheet form.
As mentioned earlier the Periodical Maintenance interval frequency is based on operation
hours of the equipment, for example every 250, 500, 1000 or 2000 hours of operation of the
equipment but in some mine site because the operation of some equipments is continuous
operation 24 hours per day the 365 days per years the daily working hours of the equipments
is known so the periodical maintenance plan is based on calendar days interval. For example
if the equipment work 20 hours per day, the 250 hours periodical maintenance will be every
13 calendar days. This periodical maintenance plan modality is recommended for equipment
that are working in the productive process like a trucks and loading equipments because the
daily working hours is constant. The advantage of this planning modality is the less interferes
with the mine production plan due to organized dispersion of the periodical maintenances of
the equipments during the month. The maintenance plan can be prepared with anticipation to
coordinate the date with production area and allow organizing other maintenance activities or
backlogs on the equipment at the same time. In case of the support equipments of the mine
site the operations hours are not constant so in this case is better to consider the plan by the
service meter reading.

1.3.4.-Predictive maintenance
The most Predictive maintenance utilized in the mobile equipments is the Oil analysis.
Normally the oil sampling is added to the periodical maintenance (Example: every 250 hours)
of all the major components or system of the equipment. The oil samples are analyzed by the
laboratories (External or internal) sending a report of the results and including an action
recommendation depending on the condition. The repetitive practices of this activity allow
monitoring the condition of the components and helping for the decision making to avoid or
reduce the failures or the consequences. Komatsu provide the KOWA (Komatsu Oil Wear
Analysis) program for this predictive maintenance with the criteria’s of the different
components and models. For KOWA procedure refer to the KOWA Procedure
Manual - SELB100200.

Condition monitoring
Other Predictive Maintenance is the condition monitoring. The condition monitoring consists
in the measurements in defined intervals of the parameters of the components that indicate the
condition of it. One example: Blow-by pressure of the engine. The Blow-by pressure is the
gas pressure inside the engine and this pressure is generated with the leakage of the gas of the
combustion chamber of the cylinders. During the life of the engine the leakage of the
8
combustion chamber pressure is increasing due to the cylinder and piston rings wear.
Following the behavior of this parameter during the life allow to know the condition of the
components to take decisions of proactive and predictive actions and to estimate the Overhaul
time. If there is used more parameters of the same component to monitoring the condition,
that make more accuracy the decision making for the maintenances process.

Komatsu mining equipment provides the *VHMS (Vehicle Health Monitoring System). This
system records the parameter of the different components during the normal operation of the
equipment and in defined intervals. The data is transmitted bias satellite or wireless
downloaded from the equipment and uploaded in the server (Web CARE). The analysis of
this data provides information to take a proactive or predictive action on the components or
equipment in order to avoid the failures or the consequences.

In case of the crawler equipments is other condition monitoring activity based in regular
intervals measurements to know the crawler components condition and the remaining life to
prepare the replacements. In this case Komatsu provide the KUC
(KomatsuUndercarriage)program. For KUC procedure refer to the KUC Procedure
Manual - SELA 1208-07.

1.3.5.-Proactive maintenance
This activity is one of special treatments for the machine still has a repeat failure due to no
solution yet. The purpose of this activity is to minimize the machine down by known failure.
To carry out this activity, prepare the current parts/component and carry out periodical
replacement of the parts before failure which was expected until solution is provided. To do
this process, the factory cooperation must be needed and be requested.

1.3.6.-Components replacements
Every component of the equipments has a useful life. After this period the components need
to be repaired (Overhaul) or replaced by new one if the components have been repaired many
times. As explained earlier the operation exigency of the mining activities doesn’t allowed to
carried out the overhaul of the components on the machine(Down time to long and very costly
for the mine operation), so the components have to be replaced by a standby components. At
the same time this activity target is in the Reliability Maintenance direction to avoid the
failures of the components during the operation. To know the exactly useful life time of the
components is very difficult because of the many variables that actuate together (Severity of
use, conditions, complexities of the mechanical systems, etc). In general Komatsu provide the
estimated overhaul time as a reference, but in the operation need to be corrected by the
behavior of the components in this specific condition during the operation. The ideal is to
reach the optimum overhaul time of the components where the component delivered the
maximum useful operation but at the same time the lower cost of the overhaul repair. For this
target of the optimum replacement of the components are used the reference estimated time
combined with the condition monitoring activities to provide the best replacement time for the
components. Ounce that the interval of overhaul for each component is defined, the plan to
change all the components of the equipments is prepared. Depending of the fleet of
equipments and the preparation of the components replacement plan plus the repair time
needed for the different components is necessary to define how many stand by components
for each fleet models have to be considered.

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 Adequate Components replacement
(Example). Task No Model XXXX Interval
Definition of the
components 1 Engine 14000
interval 2 Engine D 'Service 7000

•Pass behavior 3
4
Engine C' Service (1500 after New Engine & D Check)
Radiator
1500
14000
•Estimation 5 Cooler Hydraulic 14000
Long term plan
depends of the 6 Cooler Trans. 14000
severity (KIRD) 7 Cooler Brake 16000 •Plan preparation
8 Pump Work Equipment #1 12000
• 9 Pump Work Equipment #2 12000
•Pack preparation
10 Pump Sw itch 14000 for each component
11 Pump Steering/PPC/Control 12000
12 Pump Transmission-TC/ Brake Cooling 14000
13 Pump Brake Apply (705-3A-29000) 14000
14 Pump Aux(Emergency) Steering # Top 18000

•Reduce the risk

•Change before failure is cheaper (Cost reduction)
•Increase the reliability of the equipment.

1.3.7.-Bucket/Dump body management

The buckets and dump bodies of the equipments are exposed to the direct contact with the
material or minerals suffering impacts, abrasion wear, deformation and cracks during the
operation. Depending of the features of the material or mineral, application and operational
practices where the equipments are working the buckets and dump bodies will have different
durability intervals. After the buckets or dump bodies reached the useful life, must be repaired
(Overhaul) or replaced. During the operation is necessary to add periodical condition
inspection (Ultrasonic, visual, measurement, etc) to determine the optimum time (use hours vs.
cost of repair and cost of new one) of the overhaul or rebuilt of the bucket or dump body.
The rebuilt repair of buckets or dump bodies require a long time (Normally between 2 to 4
weeks in case of mining equipments) due to the kind of job (Plate replacement, reinforcement,
welding rebuilding, alignment, machining, GETS and wear package replacements, etc).

So in mining due to the continuous operation of the productive process is not operationally
and economically convenience to stop the machine for a long time. The rebuilt work versus
the replacement work (Remove & Install) has not comparison. Due to these reasons is
necessary to consider the adequate numbers of standby buckets and dump bodies for the
different fleets of the mine site.

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

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

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The below figure show some mine site examples of the relation between the numbers of
equipments units and the number of standby buckets/dump bodies to support the continuous
operation of the equipments.

Dump trucks

Item Mine site Models Units Standby Dump Bodies

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

Loading equipments: Shovels, Excavator and Whell loaders

Item Mine site Models Units Standby Buckets

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

* 02 Front Shovels; 01 Excavator backhoe.

1.3.8.-Repairs
Carry out the planned and unplanned maintenance activities on the machine with specialized
people to assure the right time duration and the quality of each activity providing the feedback
of the activities implementations difficulties, abnormalities detection, remarks and others to
the planning department.

1.3.8.-Logistic
Supply all the materials to carry out the different maintenance activities at the right time and
place (Before the equipment stop) following the maintenances plans required demand.
Administration of the materials stocks inventories as well.
<Parts>
The different maintenance activities require parts to be replaced in the equipments. Those
parts must be at the right time and in place to assure the minimum detention time of the
equipments. From the maintenance activities point of view the classification of the parts are
the following:
Planned & Scheduled parts: Parts that are used in the periodical or routine maintenance,
components exchanges, backlogs or in the planned activities. The supply channels of the parts
between customer and distributor have to be in continuous communication with the
11
maintenance organization to assure the 100 % availability of the parts required for this
planned activity, so the maintenance plans have to be share with the distributor in order to
assure the parts availability at the right time and in place. In others words there is not possible
that the planned activities have a shortage or waiting parts or waiting components events.

Unplanned & unscheduled parts: Parts that are used in the unscheduled events (Failures and
Accidents).
Case 1
The mining equipments operation consider a critical spare parts list and peripherals
components spare list that have to be available on site to reduce the downtime in case of
unscheduled events. Those lists have to be revised periodically with the events record of the
equipments to assure the maximum accuracy of the parts availability related with the specific
operational condition of the equipments in this mine site. The criteria to develop the list have
to consider the:
1. Recommended spare parts list provided by the OEM for the different period of the
equipments.
KOMATSU AMERICA CORP.
FAST MOVING
CUSTOMER :
HD785-7 ONE YEAR 6,000 HOURS
FIVE MACHINES

Domestic Extended
Part Number Description Qty Qty Dnet List Dnet List
203-60-31100 ELBOW ASS'Y 2 0
561-16-81521 TUBE 1 0
07051-01000 CAP 1 0
02766-00606 HOSE 1 1
56B-43-12401 VALVE ASS'Y 1 0
02765-00339 HOSE 1 1
02765-00315 HOSE¤ 1500MM 1 1
561-60-82100 VALVE ASS'Y 1 1
07095-01245 CUSHION 4 4
07296-020A7 HOSE 1 1
561-61-84760 HOSE 4 2
07332-12400 COUPLING 1 0
07332-04000 COUPLING 1 0
7861-93-3320 SENSOR 2 1
56B-43-17340 VALVE 2 1
56B-43-17300 VALVE,ACCUMULATOR CHARGE 1 1
561-43-80501 VALVE ASS'Y,PROPORTIONAL 1 2
561-43-84113 TANK 1 0
569-16-61570 GAUGE 1 0
07051-01000 CAP 1 1

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

Case 2
In case of the parts for unscheduled events are not available in the mine site, the supply
channels between the Customer and Distributor have to check the short lead time option for
the parts delivery to the mine site considering the review of the complete parts delivery
process for those cases (nearest parts distribution center, warehouse, transportation, logistic in
general, emergency order process, etc) to assure the minimum detention time of the
equipment due to waiting parts event.

Case 3
In case of major components unscheduled events, the stand by components for the
components exchange plan and the Q.A.C. (Quality Assurance Components) provided by the

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OEM have to consider this possibility to cover this problem allowing the minimum
interruption in the components exchange plan.

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

1.5.-Operational practices review

The operation practices of the equipments have a big effect of the operational cost and the
productivity of the equipments. That means the way of how the equipments are used can
change dramatically the operation cost of the equipments life. For example: In a mine site that
the profile of the mine equipments like dump trucks are traveling downhill loaded, if the
propulsion system and brake system of the equipments are not used appropriately, the related
components durability will be affected changing the repair or replace its interval. So at the
end the cost will be affected depending of the condition of the operation practices of the
equipments. If the Brake system (Wet multi-disc clutch) the durability with the right
operational practice are 20.000 hours and not using the correct operational practice the
durability is 10.000 hours the cost of the brake system repair or replacement will be the
double during the equipment life. At the same time that the equipment operational cost is
affected, the maintenance activities are affected given a double task of brake system repair
during a determined period duplicating the labor and time requirements for this activity. The
best organizations to keep the operational practices under control are the maintenances
organizations using the tools of the maintenance activities, predictive, condition monitoring,
VHMS, Payloads information, events records, root cause failures analysis and others. The
utilization of all this information is the best method to check the operational practices of the
equipments and apply a correction countermeasures and improvements to keep the cost under
control. So is very important that the maintenance organization is prepared to utilize the
information and apply the correction and improvements opportunely. The maintenance
organization has to guide the organization to have a permanent operators training program
using the information of the recommendation to improve the operation.

1.6.-Operators training
With the importance of the operational practices of the equipments mentioned before the
operator training acquire a very important role in the mining mobile equipments operation. In
the mine site the fleets of equipments are different type and models (Bulldozers, motor grader,
dump trucks, wheel loaders, shovels, etc), so the operators normally are assigned for all types
and models of the equipments. So they need to be trained in the different equipments to assure
the equipment use optimization.

1.7.-Data collection.
In the mining maintenance organization, one of the fundamental activities is the data
collection of the different equipments, record of the maintenance events (Down Time).

13
Normally for the data management is utilized a software (CMS, Central Management System).
In case of the data collection, in some mines is utilized a system for the data collection as well
like a Modular Mining Dispatch. There exist many formats for the data collection but in a
basic view the data contents are the same in case of the maintenance area.
This data will be used for different purposes:
• Equipments operation life cost
• Equipments operation performance evaluation
• Maintenance planning
• Productivity evaluation
In case of the data for maintenance, is based in events of the equipments (Down time).

Equipment identification:
Brand, Model, Serial Number, Alias or internal number of the Customer

Starting and ending Date of the down time Events of the equipment.

Starting and ending time of the down time Events of the equipment.

Time variation of the downtime events duration (Different reasons times of the same events).

Equipment system code and description cause of the downtime event.

Equipment sub system and description cause of the downtime event.

Detailed technical description of the downtime event

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

Many others items can be included in the data collection but is important to consider that to
collect the information are necessary to establish a process and an organization in charge of
this issue or system can be used instead (Modular Mining Dispatch).
Include the Daily down time record form of An Tai Bao for Support Equipments.
Include the based excel sheet of the R & M Care with the explanation of the utilization.

1.8.-Data utilization
In this case this is a basic explanation of the utilization of the data for the maintenance process,
using simple case to explain the methodology to use the data for the improvements activities.
The improvements activities from this data usage is not only related with the maintenance
process as explained earlier in this material, is also related with the quality of the product,
operation and application practices in order to assure the maximum equipments performance
and the lower operational cost. The use of this data is to increase the reliability of the
equipments, improving the maintenance, the product quality, the operational practices and the
application depending on the results of the data analysis. So once that the cause of the
frequent and major down time of the equipments system is determined, the corresponding
countermeasure has to be prepared to avoid the repetition of the problem during the operation
and assure the KPI targets.

Step 1: With the collected data of the equipments, analysis identified the system of the
equipments that have the major contribution of the down time (Pie chart by system
distribution or Pareto chart), so the priority to apply some countermeasure or activities
14
improvements must start from this system. This analysis and follow up of the down time
reason must be permanent in the maintenance activities during the equipments operation life.
For example: in the Pie chart the major percent of the down time in the D375 fleet is the
Undercarriage System (32%). So the system of major contribution of the down time is
identified.
D375A-5 Dow n tim e pe riod M arch to Augus t, 2009

Cooling system GETS Lubrication

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

Electric PM
8% 23%
Operator cab
13%

Step 2: With the identification of the system that has the major contribution of the downtime,
a brake down of the data is necessary to investigate the origin of the down time reason. The
Column chart is the brake down of the undercarriage system down time.
So the first column of the chart reveled that the first reason of undercarriage system downtime
is the Trimming track shoes and the yellow color of the column means waiting parts.

100

90

80

70

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

30

20

10

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

Undercarriage

D375A-5

15
Step 3: So with the detail of the down time record and searching the Trimming track shoe the
reason of this can be identified. In this case the reason was that the track shoe worn out in one
machine and was not part available to replace, so the equipment was down waiting the part.
Model SMR General System System code Description Status Details of the detention Parts No.
L/H track fream tensioning
cylinder leakage for the sealant
damaged. That's because the 198-30-142701/ piece
D375A-5 6576 Undercarriage 752D TRIMMING TRACK SHOE others protected conver was losted 195-30-344201/ piece
The left track shoes is too loose
but can't adjust for the tensioning
cylinder is getting the biggest
place. Waiting for the new track 195-32-63120/1 piece
D375A-5 8451 Undercarriage 752D TRIMMING TRACK SHOE Waiting parts shoes. 195-32-63130/1 piece
The R/H track shoes is too loose
but can't adjust for the tensioning
cylinder is on the max
position(230mm). Waiting for the 195-32-63120/1 piece
D375A-5 8451 Undercarriage 752D TRIMMING TRACK SHOE Waiting parts new track shoes. 195-32-63130/1 piece
The R/H track shoes is too loose
but can't adjust for the tensioning
cylinder is on the max
position(230mm). Waiting for the 195-32-63120/1 piece
D375A-5 8451 Undercarriage 752D TRIMMING TRACK SHOE Waiting parts new track shoes. 195-32-63130/1 piece
The R/H track shoes is too loose
but can't adjust for the tensioning
cylinder is on the max
position(230mm). Waiting for the 195-32-63120/1 piece
D375A-5 8451 Undercarriage 752D TRIMMING TRACK SHOE Waiting parts new track shoes. 195-32-63130/1 piece
The R/H track shoes is too loose
but can't adjust for the tensioning
cylinder is on the max
position(230mm). Waiting for the 195-32-63120/1 piece
D375A-5 8451 Undercarriage 752D TRIMMING TRACK SHOE Waiting parts new track shoes. 195-32-63130/1 piece
The R/H track shoes is too loose
but can't adjust for the tensioning
cylinder is on the max
position(230mm). Waiting for the 195-32-63120/1 piece
D375A-5 8451 Undercarriage 752D TRIMMING TRACK SHOE Waiting parts new track shoes. 195-32-63130/1 piece

Step 4: The cause of the major down time contribution in the Undercarriage system was
waiting part because the track shoe worn out, but to apply the countermeasure is important to
know others factors. So before to prepare the countermeasure is necessary to response some
questions.
The durability of the parts is between the estimated?
In this case is not the record of the Track shoe hours, so assuming that the hours are 8451
because is the SMR when the failure occurs, the durability is between the estimated. In case
that the value is not between or more than estimated, is important to investigate with the next
questions.
The operation and application of the equipment are between the recommended for this
equipment?
In this case, assuming that is between the recommended because the durability of the
component is between the estimated life.
The maintenance is between the recommended? In this case, assuming that is between the
recommended because the durability of the component is between the estimated life.
It is possible to predict this problem?
Yes, it is possible to predict utilizing a condition monitoring activity, periodical measurement
of the track shoe condition to project the worn out time (KUC program).

The different answer to this questions could change the focus area of the countermeasure but
the maintenance process that must be implemented cover all the areas to avoid the original
problem(Waiting part) because applying condition monitoring activity the time when will be
required to change the track shoe can be predicted.

So is every question is responded the countermeasure have to be prepare considering the

complete activities (Product quality improvement, Operation practices improvements or
maintenance improvements) depending of the investigation results.
16
It is important to understand that the countermeasure have to be an integrated solution for the
complete problem, answering the question above. For example: if the estimated life of the
track shoe is not between than estimated, the condition monitoring activity can avoid the
waiting parts downtime, but the repetition of the track shoe replacements with not the
estimated life will contribute more with the downtime and the only difference will be the
change from unscheduled maintenance to scheduled maintenance effecting any way the cost
and the availability of the equipment.

Figures below are examples of system distribution of downtime hours effecting availability
and number of downtime events effecting reliability of the equipments.

2.-Metrics and formulas for calculations

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

Time definition for mobile equipments (Fig. Nº1):

Calendar Time (CT)
Mobile equipments

Available Time (AT) Down Time (DT)

Utilized Time (UT) No Unsche

Operating
Scheduled duled Scheduled
Operating Standby
Production Loss Loss (SL)
Operating Time (OT) Delay (OS)
(NSP) (UL)
(OD)
17
Calendar Time (CT): Total hours in time period (in a non-leap year calendar
year time equals 8760 hours). Normally, it is in monthly
hours based.

Available Time (AT): Total hours, equipment is available for work.

Down Time (DT): Hours, the equipment is not available for work.

Scheduled Loss (SL): Hours, the equipment is scheduled for maintenance.

Unscheduled Loss (UL): Hours, the equipment is scheduled to work and is

unavailable due to unscheduled maintenance.

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

No Scheduled Production (NSP): Hours, the equipment was scheduled not to operate to
meet production requirements.

Utilized Time (UT): Hours, the equipment has an operator and is available
for work.

Operating Delay (OD): Hours, equipment is being utilized but not producing.

Operating Time (OT): Hours, equipment is being performing its primary

function.

Formulas for calculation:

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

Availability: The availability is the percentage ratio of the available time and the calendar
time where the machine has been available to work.

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

Calendar Time (CT)

Note: The availability in some case has a variation depending if there is a maintenance
contract with a 3rd party. So in these cases some times the contract excludes some systems
maintenance responsibility and the downtime caused by this system. To differentiate the both
availabilities the name change to Physical Availability and Contracted Availability.
Utilization: The Utilization is the percentage ratio of the Utilized time and the available
time where the machine has been used to work.

Utilization (%) = Utilized Time (UT) .

Calendar Time (CT) - Down Time (DT)

Another item that is utilized to evaluate the equipment performance (reliability and
maintainability) and the maintenance efficiency are the Mean time between failures (MTBF)
and the Mean time to repair (MTTR). Some time the availability (%) could be in a high value
but if the times, which the machine is down due to Unscheduled Lost (UL), with low duration

18
of each breakdown, are high, that cause a production interruption with a hidden lost due to the
change in the planning and re-accommodation of the activities efforts each time. So in others
words, if the total downtime of the machine is very low but the frequency is high the time to
re-accommodate the production plan of the equipment at this moment is big due to be
unscheduled, so this caused more problems in the production than the total downtime duration.

The MTBF and MTTR are measured in a monthly base.

Mean time between failures: The Mean time between failures is the average interval of the
total numbers of breakdown in a working period of the
equipments.

MTBF = _ Utilized Time (UT) .

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

Mean time to repair: The Mean time to repair is the average time of the total number of
times of breakdown and the total time required to repair the equipment
in a working period of the equipments.

MTTR= Unscheduled lost (UL) down time .

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

Example of KPI report summary:

3. -Facilities, tools and materials

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

19
Workshop
The workshops at the mines site are according on the features and quantity of the equipments
existed or future equipments projection (Expansion planning). Example: with the same case of
before, if there are 36 units of trucks that are working 22 hours per day the number of
periodical maintenance every 250 hours of operation will be 90 per month. That means that
every day they are required to do 3 maintenances. If the average of the periodical maintenance
duration is 12 hours each so 2 bays of the workshop will be used for periodical maintenance
only every day.
The distribution of the workshop areas are generally depending of the maintenance activities.
Periodical maintenance area, repair area, welding rebuilt area, tire repair area, Machining
shop, batteries room, tools room, offices, ware house and others.

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

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

20
Lubrication trucks
Lubrication trucks to carry out the coolants or oils refill and daily or periodical lubrication
requirements in the field.

21
Fuel tank truck

Service trucks
Necessary for the field repair when equipments can not move to the workshop or for the short
repair in the field.

Service literature (Library)

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

22
4.-Mining support function tree based on customer requirements

We have to do not only understanding the mining operation but also supporting the realization
of the customer wants such as maximum production and minimize cost. The below chart
makes a breakdown mining support functions and shows necessary capabilities to realize
mining customer wants And also this chart shows that capabilities brought by whom and by
what with typical actions.
When you are needed or required the concrete support to mining customers, review this
function tree chart and find the action you can do and you need to do for your customer.

Mining Service Support Function Tree based on Customer Requirement (◎)：Non-

Non-FMC
USER DB OEM
Mining Maximize Optimum Site Design ◎
Support Production
Optimum Machine Spec ○ ◎

Optimum Site Operation ◎

High Quality
High Availability ◎
machine

Availability Monitoring Optimum Sufficient Instruction (Manual)

○ ○ ◎
-R&M Care -Monthly report Maintenance 　　&
　　 Training
-Others
Preventive Meintenance
(◎) ◎ ○
(VHMS､､KOWA)
If we find bad machine
-Clarify Down Time Reason Optimum Repair & Maintenance
-Take C/Measure (◎) ◎ ○
Plan (R&M Care)

-Sufficient Labor/Facility
(◎) ◎ ○
-High Skill Labor (trouble shoot)

Easy & Quick High Repair Performance

○ ◎
Repair (Good Jig & Manual)
　　　　　
-Quick Part Supply
◎ ◎
-Stand by (QA)Component

Optimum OV Compo Preparation

◎ ○
Preparation (EQP-Care)

Optimum Machine Operator Training

○ ◎ ◎
Operation

Minimize Low Meitenance -Keep High Availability

Cost and Repair Cost -Utilize Reman or Rebuilt Compo ◎ ◎
-Optimum OV Timing (VHMS)

Low fuel consumption

Low fuel Cost ◎
Machine (Design)

Proposal or JWP to improve

Efficient Operation ○ ◎
fuel consumption

23
Part 2 Practical activities for mining support

1. -Availability Improvement (KAIZEN)

The maintaining of the machine availability is one of the most important things for the mining
operation on mining customers. To provide some improvement and sustainable activities are
key factors to obtain the customer satisfaction.
The machine downtime information is very valuable to understand the performance of
maintenance abilities, machine quality level and the machine usage on the actual machine
operation. Here is what we can see as the root cause of unachieving the target availability and
actions should be done for the improvement.

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

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

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

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

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

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

There are three type of viewpoint to improve availability and all of relevant three parties
(Customer, Distributor, and OEM) must be involved all together to sustain improvement
activities.
Three viewpoints
(1) Product quality
(2) Maintenance operation
(3) Working machine operation
Responsible area in general for action taken is the below matrix.

Customer Distributor OEM

Product quality - Low High
Maintenance operation Middle High Middle
Working machine operation High Middle Middle

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

the following process is effective.

24
<Process of availability improvement>
1. Collect downtime data and monitor trend of availability

2. Analyze downtime (Pareto chart)

Prioritize the subject for KAIZEN

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

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

5. Evaluate KAIZEN result

1.1.-Collect downtime data and monitor trend of availability

The availability data monitor and collection are the basic activity for improvement.
Otherwise, if not enough information, cannot plan the pin-point action for improvement.
Availability GAP, WA1200 5units
100%

80%

60%

40%

20%

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

(1) The basic and required information for downtime analysis

The information required into the downtime record Used for
Model, Serial#, Customer unit#
Date, downtime and uptime for machine down To calculate availability
To categorize the downtime driver and prioritize
System (Code for component), phenomenon
for the action and next analysis.
Type of activity (Status) Maintenance, repair (Break down), Scheduled overhaul
Description of downtime event Describe the nature of failure with reason to understand
To analyze downtime reason and make a KAIZEN for
Downtime duration for each reason with waste time reduction
variance cause Waste time: (1) Waiting for labor, parts, shop, etc.
(2) Labor productivity
Parts# for machine down
Categorization of responsibility Customer or Komatsu
The attached sheet for downtime data record should be used.
*R+MCare has the function to keep the downtime record and to analyze. It can be utilized if
R+MCare is available with your organization.

(2) Periodical data collection / daily reconciliation

Reconciliation/categorization should be done DAILY. The data should be collected at
least monthly.
(3) Have the organization and system to do above.
Clarify about When, where, what who and how before starting improvement activities.
25
1.2.-Downtime analysis
(1) Downtime driver analysis
Create the pareto chart by the system (Component) to identify the subject which is
prioritized for improvement. Then start digging into the detail analysis.

Case study 1: WA1200 5 units, downtime analysis for 2007/1-3

Pareto chart for WA1200 2007/Jan-Mar

250 100%

200 80%

150 60%

100 40%

50 20%

- 0%

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

ZU28 Bucket
MOUNT PIN

4760 FRONT
CYLINDER

Apply Pump
7112 BOOM

FRAME
HEAD
A100

PM
Downtime %

Decided to follow up the issue, Boom pin, Bucket and PM for KAIZEN

The downtime can be categorized and sorted into three reasons.

(1) Product quality
(2) Maintenance operation
(3) Working machine operation

(1)-1 Product quality

If the majority of downtime reason for the event prioritized by the pareto chart is related to
product quality, following actions should be taken.
・Issue TSI to report quality issues
Distributor OEM

Failure Issue TSI Investigation Provide

Quality issue follow
improvement
up flow
Apply
improvement

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

・In case of the frequent breakage due to the quality, consider periodical parts replacement
before failure until final solution will be provided.
Ex. 930E F/D replacement every 3500hrs due to premature planetary gear failure
HD1500 damper replacement every 3000hrs
(1)-2 Maintenance operation
The item prioritized from the pareto chart can be judged as the maintenance operation reason
thru the variance cause analysis by using the downtime record.

26
Cause; waiting for Improvement Action can be carried out by;
Review and ensure necessary number of mechanic.
Labor
Process of dispatching mechanic and location of mechanic station
Shop Study shop space usage. Review quantity and location of tool and material
Parts Review parts stock quantity and location. Stand-by bucket preparation

<A. Analyze waiting time in the downtime for the event>

Case study 2
Pareto chart for WA1200 2007/Jan-Mar
250 100%

200 80%

150 60%

100 40%

50 20%

- 0%

E@G2 500HRS
K@A4 Brake
MOUNT PIN

3A10 TIRE

ZU28 Bucket

4760 FRONT
CYLINDER

Apply Pump
7112 BOOM

FRAME
HEAD
A100

PM
Downtime %

① Boom pin replacement due to boom pin seized, pin and bushing was replaced.
Record data
Downtime Comment
Bushing had to be cut out and cold fitting process was
No Variance (Actual job) 30
required for bushing installation
186 There was no nitrogen gas in the work shop. And had
Waiting for the tool
to wait for it from other site.
Total 216
Recommendation: Nitrogen gas stocked in the site

② Bucket related downtime

Digging the event, time study

can be applied just in case.

Before 32.5hrs for actual job 23.5hrs for waiting

Recommendation;
Use Stand-by bucket instead of
repairing.
KAIZEN 12hrs

<B. Labor productivity analysis (Deviation analysis)>

Make a time study to clarify the job efficiency of job process and take a necessary action to
minimize the waste time

27
Case study 3
500hrs PM process improvement

The time study was made

to verify the 500hrs PM
with correct process.

Before KAIZEN
shift shift
change change
Washing 3H
3H 6H 9H 12 H 15 H 18 H 21 H
machine

18H
Serial No. #50016
11/Apr/2007
Hour meter 20386
Preparation of repair parts after machine
Change process: in workshop.
Parts preparation before machine down
Elimination:
Eliminate job transfer to next shift
Waiting for shift change and fitter

KAIZEN
After KAIZEN

Serial No. #50058 11H

11/May/2007
Hour meter 4778
No job transfer
preparation of repair parts 500hrs PM completed
before machine in workshop in one shift
"KAIZEN"
Target
More sustainable
KAIZEN
Target = 9H
Target Total =12H
Machine down time Target Total =12H
minimize

Before KAIZEN (7/06-1/07) During KAIZEN (2/07-7/07) After KAIZEN (8/07-12/07)

Total Total Downtime/ Total Total Downtime/ Total Total Downtime/
Downtime event event Downtime event event Downtime event event
500hrs PM 225 10 22 194 11 18 211 14 15

28
<C. Improve and develop special jigs and toolings>
Case study 4 Develop new jig, prepare necessary tools

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

29
(1)-3 Working machine operation
Recommend the machine optimum usage to prevent the machine failure by abuse and
overload.
Correct usage of functions on the machine
Correct working operation by the machine
Prevent prohibition work

Case study 5 Improve loading operation

07H95 ( #50029 )
Bfore After
Bucket pass 5 5
Cycl Time (Sec) ( average ) 38.5 34.3
Total Loading time( Sec)( average ) 154 137
Dump pay load meter ( average )( Ton ) 186 196
Recommendation
(1) Utilize boom holing function and bucket digging
technique

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

Straight approach

(2) Estimate the improvement

The estimation of availability should be done before the improvement. Also it should
contain the effectiveness of the availability improvement visually.
Case study 6 Estimation of availability improvement after action planned

30
 (3) Carry out improvement
The subject to improve should put into the log sheet with responsibility for each party,
the customer, the distributor and OEM

<Example of log sheet>

Item Quality Maintenance Operation P.I.C. Target Action required Competion
Oil leakage on
x DB 8/30/08 Issue TSI 8/30/08
cylinder
Prepare factory parts on
OEM 9/30/08 9/30/08
site
Monitor all machines by
x x All 1/31/09 1/31/09
using WebCare
Periodical
machine visual x Customer Every 250hrs
inspection

1.3.-Confirm the effectiveness of improvement

Monitor the availability at least for six month and confirm the progress. Also compare the
gap between the plan and the actual result of improvement. If the improvement is not
enough with the expectation, carry out the further action and re-start planning
continuously.

31
2.-Support
The orientation of a product support organization of Komatsu is not only related with quality
issues of equipments and also the total support in the optimization of equipment utilization of
the mining customers.
The support activities expected by customer are not only quality improvements & higher
machine performance. There are wide ranging expectations such as how to make maintenance
job, trouble shooting, training and co-work develop new equipments, etc.
The accomplishment resulted by those activities affect the confidence and the customer
retention.

2.1.-Quality issue feedback with the factory

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

<Quality issue resolution process>

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

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

Once identified the root cause, the action starts the

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

Implementation To implement the modification should be done

timely manner before failure. The implementation
plan should be worked with the maintenance
planner and you give him the required labor hours
for the modification.

32
SMAP
For quality issue feedback to the factories, Komatsu developed a SMAP system where the
form to provide the information of the quality problem are the TSI (Technical Service
Information) and ETSI (Essential Technical Service Information). At the same time the
system contains the information of improvements and Specific (PSN, QTQA, TPI, etc)
information to improve or solve some problem occurred in some fields. The target of the
feedback information is to generate improvements in the product to reach the Customer
satisfaction and to register the different cases and solutions (Information availability) to help
in other fields to solve or improve the machine performance.

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

Products improvements (PSN, FC and others)

As mentioned earlier in the SMAP system is contained very relevance information related
with the improvements news of the products and factories campaign, so every time is
important to check if there already is news for the related problem that you are looking for.
The improvements are notified in Parts & Service news while contain the complete procedure
instruction to carry out the improvement and the factories campaign by service letters. In the
figure are a example of the Parts & Service new and the Service letter of the factories
campaign.

33
34
 FC No.T7030
SERVICE LETTER 02.08.2007.

To: KEISA

Subject:REPLACEMENT OF BRAKE WEAR GAUGE

Claim Termination: 12.31.2007.

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

Applicable Product: Total 0 units

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

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

Parts Procurement
Related parts send from MOOKA PLANT

Instruction for submitting claim

FCNo. T7030 Failure Code : 2D00FS

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

Check table of the serial numbers of the applicable

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

35
2.2.-OEM and Distributor support
With the description of the equipments operation features and utilization in the mining
activities, any problem in the activities related with the equipments (Maintenance, Operation,
Application, and Quality) that was described in this materials could produce a negative impact
in the productivity and the operational cost of the equipments, affecting the customer business
performance and Komatsu business opportunities. So the OEM and distributor support
activities take a fundamental role to reduce the risk and assure the success of the mine. If we
realize that in the variables that affect the equipments performance are maintenance, operation,
application and quality is possible to understand that the support from the OEM and
distributor have to be an integrated support including all the variables that affect the
equipments performance. The frequently communication and visit to the customer is one of
the best methods to know opportunely the areas where the Customer requires support. In this
orientation Komatsu develop some tools to help in the communication between Customer,
distributor, subsidiary and OEM.

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

The support activities include the technical support in the field, that consist in to improve the
technical skill of the service people at the mine site in the troubleshooting, maintenance,
repairs, information interpretation and knowledge in the Komatsu software’s literature and
systems.

Training
There are two categories of training. One is for the internal of distributor mechanics. And
other one is for the customer mechanics, machine operators and their operator trainers.
However, basic concept of training and expectation from the trainees are to have correct
process, techniques and procedures for their actual jobs. And more expectation is to sustain
their enhanced capabilities thru the training. The training program provider should consider
the evaluation system of their skill level, prepare the score card for the skill level, check the
skill level and implement the refresh training.
And training is not a spot time action, always sustainable. The periodical level check and
sustainable follow up training is the key.

<Idea of training system>

1. Assessment of people who will be trained (Score card)
2. Establish training program to meet with the individual skill level
3. Training
4. Evaluate the skill level improvement
5. Follow up training

2.2.2. –JoiFUL (Joint Follow-Up Log)

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

36
Top JoiFUL;
Term: Yearly
Participants: Top management of each party (Customer, Distributor, Subsidiary and OEM)
This meeting is to come up with the direction from top managements for the meeting agenda
should cover from the customer point of view;

1. Strategy and policy

2. Cost reduction
3. New model development and special product
4. Fleet organization, etc.

Management JoiFUL;
Term: Quarterly
Participants: Management of business unit, Director
This meeting is to discuss about the practical things from KPI, and the issue resolution. The
output from the meeting should be; practical action for issue resolution to achieve KPI which
the customer is managing. Items for this level meeting are;

1. Availability
2. Productivity (cost/ton, ton/h, etc.)
3. Fuel consumption
4. Effective machine usage, etc.

Job site JoiFUL;

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

1. Maintenance and OV plan

2. Preventive maintenance
3. Technical solution
4. Component life, REMAN
5. Operator training
6. Parts availability, etc.

37
 JoiFUL (Joint ollow-Up Log) Activity
Joint Follow-

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

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

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

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

The form utilized in these meetings:

C u s to m e r:
A tte n d e e s
D is trib u to r: C u s to m e r D is trib u to r S u b s id ia ry OEM

M e e tin g D a te :

N e x t M ee tin g :

M e e tin g N °: 01

38
TOPIC ACTION PLAN RESPONSIBILITY IMPLEMENTATION STATUS
DATE
-

39
2.3.-Dump trucks Payload policy

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

Haul profile

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

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

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

• Overloads between 105% and 110% of Rated Payload are allowable on an
infrequent basis but shall not exceed more than 10% of all loads in a given month.
• No single overload greater than 110% of Rated Payload is allowed.
• The Rated Payload for each specific application is dependent on the actual EVW
resulting from the respective truck configuration.
Following is a graph (Figure 1) illustrating an acceptable distribution of payloads on
a monthly basis.

40
10/10/20 (Ten, ten, twenty) for HD1500-7, 860E, 930E-4 and 930E-4SE, 960E
• Overloads between 110% and 120% of Rated Payload are allowable on an
infrequent basis but shall not exceed more than 10% of all loads in a given month.
• No single overload greater than 120% of Rated Payload is allowed.
• The Rated Payload for each specific application is dependent on the actual EVW
resulting from the respective truck configuration.
Following is a graph (Figure 2) illustrating an acceptable distribution of payloads on
a monthly basis.

41
2.4. -General Site Maintenance Process Check Sheet
The intention of the check sheet is to recognize the site condition related with the maintenance
operation of the equipments. There are different points that will give a better idea how the
maintenance activities are carried out and what are the weak areas where is necessary to make
an improvements. The cheek sheet supplied here is a summary based in the experience of
different mine site maintenance operation, so will give a good reference to make an inspection
of the mine maintenance operation and provide support in the improvements of the detected
weak areas.

2.4.1. -Maintenance responsibility and contracts agreements

To start the check of the maintenance operation of one mine site is very important to have a
clear picture of who is in charge of the maintenance and if there are contracts agreements with
a third party for the maintenance activities and performance guarantees.
If there is a clear responsible for each maintenance activity is possible to give support to the
responsible of each maintenance activities. At the same time is very important to know the
evaluation KPI of the equipments and maintenance to orientate the support to the user target
in this mine site. For example if the maintenance is done by the Customer service personnel
the support activities must be done direct for the Customer and in other case if there is a
Maintenance contract the Support for the Maintenance process must be done to the personnel
in charge of the Maintenance.

2.4.2. -Working shifts, numbers of machines and mechanics

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

2.4.3. -Planning Department

As mentioned earlier, the preparation of the different maintenance activities is fundamental to
assure a good machine performance reducing the downtime and operational cost. Depending
on the fleets and the characteristic of equipments is necessary to have a planning organization.
Some of the most important activities of the planning department are the Work package
preparation for each maintenance activities, the backlog management and the KPI (Downtime,
availability, reliability and maintainability) analysis and control. So these activities have to be
checked.

2.4.4.-Preventive Maintenance
In the check sheet appears the basic preventive maintenance that have to be execute in the
maintenance operation. It is important to check the periodical maintenance and components
change plan intervals, Inspection, Pm Clinic, KOWA (Oil Analysis), Undercarriage KUC
measurements execution quality and accomplishment.

2.4.5.-Workshop
The facilities mentioned in the check sheet are the basic required facilities for to have a good
quality maintenance execution.

42
3.-IT system
3.1.-VHMS

Komatsu VHMS (Vehicle Health Monitoring System) is a system tool to support mining
equipments.
It has two functions of advanced diagnostic to lower machine operating cost. One is the health
monitoring that can keep maximum health condition by conducting preventive maintenance &
repair according to events to be corrected before they cause extensive damage. It is like a
“General Practitioner”. Another is the machine operating management like a “General
Hospital”. Cumulated numerous machine and system information improve machine
availability, productivity and machine component life. Komatsu’s technology based on
VHMS information is available to make an optimum scheduling of inevitable component
overhaul that will slash repair costs, downtime and risk of catastrophic failure.

VHMS is designed to work on Komatsu Dump trucks HD465

class and up, Bulldozer D375 class and up, Wheel loader WA600
class and up, Excavator PC1250 class and up in the high
utilization mining operation throughout the world.

VHMS data analysis by distributor as “General Practitioner”

VHMS stores information into 6

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

WebCARE machine management as “GENERAL

HOSPITAL”

Designed for comprehensive analysis of the machine health

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

43
3.2.-R+M Care

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

(1) Repair and maintenance planning and optimization

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

(2) Profit and loss analysis

R+MCare has a function to analyze the profit and loss by comparing with budget costs
(income) and actual costs for the machine maintaining. So that, you can make a
forecasting of costs and KAIZEN.

(3) Availability analysis

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

44
Appendix

General Site Maintenance Process Check Sheet

Daily downtime control sheet

45