Barrick Maintenance Management System - English
Barrick Maintenance Management System - English
Barrick Maintenance Management System - English
MEP-MS-0001
Table of Contents
Asset Management Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Global Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 System Elements 1 Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 2 People and Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 3 Annual Improvement Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 4 Equipment Maintenance Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 5 Work Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14 6 Performance Assessment and Measurement . . . . . . . . . . . . . . 18 7 Reliability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 8 Cost Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 9 Supply Chain, Contractors and Infrastructure . . . . . . . . . . . 24 Maintenance Management System Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
We Believe
Asset management affects every aspect of our business safety, environment, reputation, production, quality, cost and shareholder value. Everyone has a role to play. Barrick people make the greatest contribution to delivering reliable performance and maximum value creation. Effective asset management will ensure that all risks are identified and mitigated. All equipment failures are preventable.
We Will
Ensure compliance with the requirements of the Barrick Maintenance Management System. Adhere to all applicable laws and regulations. Develop clearly defined policies and standard systems, processes, and procedures for the organization. Provide leadership, direction and support for the asset management strategy. Provide the necessary resources with the competency, capacity and capability to deliver on the asset management strategy. Ensure that the foundations of asset management are in place throughout the organization. Monitor compliance by reporting key asset management metrics and conducting periodic reviews of our operations. Commit to continuous improvement and the use of appropriate technology.
Barricks Maintenance Management System provides a framework to help regional and site leaders develop maintenance improvement programs. The System defines the nine essential elements these programs should contain.
1 Leadership
1.1 Maintenance Function and Purpose
Each site leader should formally define the business purpose of the maintenance function, including: The objectives of the maintenance group The contribution of the maintenance group to operational performance The support of a proactive maintenance approach The bias towards equipment reliability and optimization over reactive maintenance Reinforce the role that well managed maintenance plays in the safety of all site personnel
Regional Structure
Regional Maintenance Manager
Reliability Specialist
Maintenance Manager
Operations Manager
HR Manager
Others
Superintendent #1
Superintendent #2
Superintendent #3
Reliability Engineer
Maintenance Engineer
Operations Manager
Others
Maintenance Superintendent
Operations Superintendent
Maintenance Engineer
Reliability Engineer
A: Cortez, Goldstrike, Lagunas Norte, Pierina, Veladero, Zaldivar. B: Kanowna, KCGM, Plutonic, Porgera. C: Cowal, Granny Smith, Hemlo, Round Mountain, Turquoise Ridge. D: Bald Mountain, Darlot, Eskay, Golden Sunlight, Lawlers, Marigold, Ruby Hill, Storm. * Structure for sites in Africa to be determined by African Barrick Gold based on business requirements.
1 2
The Corporate Maintenance Business Plan will be developed with input from regional maintenance managers and will be revised annually. The senior director, Global Maintenance and Engineering, is responsible for the management of the plan.
The Regional Maintenance Business Plan shall have a minimum time horizon of one year and shall be a sub-set of the Corporate Maintenance Business Plan. A process of regular review and re-forecasting of the Business Plan shall be implemented. The regional maintenance manager is responsible for the management of the plan.
The Site Maintenance Business Plan shall have a minimum time horizon of one year and shall be a sub-set of the Regional Maintenance Business Plan. A process of regular review and re-forecasting of the Business Plan shall be implemented. The site general manager, operations manager or maintenance manager is responsible for the management of the plan, depending upon the organizational structure at the site.
5 Work Management
5.1 The Work Management Process
An efficient, repeatable work management process is fundamental to the maintenance effort, providing the foundation for planning, budgeting, improvement, and achievement of targets. The standard Barrick work management processes are defined in Barrick Maintenance Business Processes (MEP-MS-0009). Maintenance activities must be planned, scheduled, coordinated and adequately resourced. Targets must be set and performance measured.
5.2 Oracle
Oracle R12 is Barricks standard ERP platform and it consists of Finance, HR, Supply Chain, Maintenance and Project modules. The Oracle eAM module is configured to support Barricks standard maintenance business processes. Viziya WorkAlign Scheduler is an Oracle-approved and supported maintenance scheduling product, and is the standard for maintenance scheduling in Barrick.
5.4 Planning
Each site shall have a formal system for planning work. This is supported by a Computerized Maintenance Management System (CMMS). Planning should have several time horizons weekly, quarterly and annually. Maintenance plans should be integrated with the operations plan. Planned jobs must include details of requirements for: Labor Materials Duration and latest start date Tools and other special equipment Procedures, work instructions, and other supporting documentation Risk assessment and safety requirements
To improve planning efficiency, standard jobs should be established for all routine preventive maintenance and high-frequency work. Refer to the document Developing Standard Job Plans (MEP-GN-0005). There must be a formal process for releasing planned jobs to allow them to be scheduled after the above requirements have been satisfied.
5.5 Scheduling
Each site shall have a formal system for scheduling work, which is supported by a Computerized Maintenance Management System (CMMS). Jobs should only be scheduled when the required planning is completed. Schedules must be formally approved by maintenance and production leaders, and should be integrated with the operations plan. To allow communication and preparation, the weekly schedule should be closed off and issued at least two working days before the start of the schedule period. Schedules must be set with spare capacity to accommodate a reasonable level of unscheduled (break-in) work. Typically, this might be 70% of labor scheduled with 30% unallocated. There must be a formal approval process to allow work to be deferred from the current schedule period. Compliance to the weekly schedule must be measured and reported.
5.6 Execution
Maintenance work may only be undertaken if covered by a work order. Job preparation should be done in advance of commencing the task. This should ensure that all procedures, tools, materials, safety assessments, etc., are available. Supervisors must ensure that tasks are assigned to people with the requisite skills and experience to carry out the job. Maintenance technicians are responsible for quality of workmanship. Supervisors are responsible for auditing and verifying work quality. There will be a process to notify the Production department that equipment is ready to return to service.
5.7 Completion
Completed jobs are returned to the planner with comments and feedback on: Quality of plan Additional work identified Changes/updates to procedures Labor used Data and measurements where required by the procedures
5.8 Review
At the end of each schedule period, the site shall review: Schedule compliance Break-in work Work identified Feedback on planning and scheduling quality Equipment performance following maintenance Backlog control
Each site will have systems and processes to enable plant and equipment shutdowns to be scoped, planned, scheduled and executed. Refer to the document Shutdown Management (MEP-GN-0002). Shutdown management systems must cover: Safety and environmental management Planning lead time requirements Organizational structure and roles and responsibilities Communication strategy (including meetings, progress reporting) Clearly defined scopes of work, aligned with overall maintenance strategy Shutdown schedule of work that contains all work being carried out during the shutdown (including production ramp-down and start-up) and clearly identifies the critical path job(s) Post shutdown review, covering: Safety performance (including permits, isolations, and incidents) Cost performance versus budget (for high cost jobs) Planning quality Schedule compliance/completion Supply/logistics performance
As and when required, additional key measures are identified, defined and used to monitor performance for the specific needs of the operation.
Refer to the documents Maintenance Management Standards Assessment Tool (MEP-MS-0002) and Conducting a Maintenance Assessment (MEP-GN-0003). Sites should conduct their own self assessments in between formal assessments. Sites will be assessed according to the following categories taken from Barricks Non-Routine Spending and Capital Management Policy (June 2010).
Site Category A Cortez, Goldstrike, Lagunas Norte, Pierina, Veladero, Zaldivar B Kanowna, KCGM, Plutonic, Porgera C Cowal, Granny Smith, Hemlo, Round Mountain, Turquoise Ridge D Bald Mountain, Darlot, Eskay, Golden Sunlight, Lawlers, Marigold, Ruby Hill, Storm *Sites in Africa as required Assessment Frequency Annual Annual Every two years As required
7 Reliability
7.1 Reliability Improvement
Reliability specialists should be appointed as determined by organizational requirements. The focus of their work should be to improve the overall performance of the business by: Identifying bottlenecks Optimizing plant OEE (Overall Equipment Effectiveness) Using data analysis to identify improvement opportunities based on: Production loss High costs Frequent breakdowns Pareto of downtime drivers Safety issues Facilitating root cause analysis refer to the document Conducting a Root Cause Analysis (MEP-GN-0006) Optimizing inspection frequencies, methods and techniques Improving operating practices Recommending re-engineering requirements
The reliability effort must: Be cross-functional and include maintenance, production, safety, supply and engineering personnel Be led by a dedicated person with appropriate skills and training Make use of reliable data sources, including: Delay accounting systems Work orders (CMMS) Cost reports Incident reports Control system information e.g. DCS
Condition-monitoring strategies are part of the overall maintenance plan. They should be set up and managed in the CMMS. Equipment faults identified through condition monitoring must trigger follow-up work through the work management process.
7.3 Lubrication
Each site should have a defined lubrication program that covers: Contamination control Lubricant cleanliness targets Practices for storing, transferring and handling lubricants A register of lubricant types and applications Lubricant consumption monitoring Collection and disposal of waste lubricants
The lubrication program is reviewed regularly to rationalize lubricant types. The lubrication routines should be set up and managed in the CMMS.
Regional maintenance leads will facilitate knowledge sharing by: Conducting regular RMELT meetings with site involvement Establishing user groups or forums to discuss and share good practices Encouraging site personnel to communicate directly with their counterparts at other sites in the region
Site maintenance leaders will facilitate knowledge sharing by: Ensuring that the right people participate in knowledge-sharing forums Sharing successes within the region Actively seeking advice and knowledge from other sites
8 Cost Management
8.1 Maintenance Budgeting
Maintenance budgets should be established in alignment with operational needs. As a minimum requirement, 80% of the budgeted costs should be established using a zero-based approach. Budgets will be developed in a standard format using the Xeras budgeting software package and in accordance with Budgeting for Mine Maintenance (MEP-MS-0007) and Budgeting for Process Plant Management (MEP-MS-0008).
The use of uncontrolled satellite stores must be avoided. A monthly review meeting should be held with the supply group and should address issues such as: Stock outs Critical spares status Incomplete/incorrect deliveries Expedite status Changes to maintenance plans Review of direct purchases and potential stock additions
Systems must be in place to allow tracking of the status and location of repairable components.
Element
Element 1 Leadership
MEP-PO-0001 Asset Management Policy Maintenance and Engineering Lead Team Barrick Leadership Competencies (HR) Management of Change (Safety and Health) Courageous Leadership Program (Safetry and Health)
MEP-GN-0009 Core Competencies for Asset Management CD1 and CD2 EIT Programs (HR)
Recruitment Maintenance Competencies Training and Development Maintenance Team Organization Performance, Reward and Recognition Position Descriptions, Roles and Responsibilities
Corporate Maintenance Business Plan Regional Maintenance Business Plan Site Maintenance Business Plan
Equipment Criticality Equipment Maintenance Strategy Statutory and Regulatory Requirements Critical Asset Condition Assessment
MEP-GN-0001 Equipment Criticality Assessment MEP-GN-0007 Developing and Documenting Maintenance Strategies MEP-MS-0004 Grinding Mill Inspection and Integrity MEP-MS-0005 Fire Fighting Systems for Mobile Mining Equipment MEP-MS-0012 Inspection and Repair of Storage Tanks MEP-MS-0013 Lifting Equipment MEP-MS-0014 Drum Hoist and Shaft Facilities Minimum Requirements MEP-MS-0015 Tire Management MEP-MS-0016 Structural Integrity MEP-MS-0017 Electrical Safety Standards
The Work Management Process Oracle Identification of Work Planning Scheduling Execution Completion Review Shutdown Management
MEP-MS-0009 Barrick Maintenance Business Processes MEP-MS-0010 Maintenance WIP Account Set Up MEP-MS-0011 Oracle eAM Taxonomy MEP-GN-0018 Maintenance Basics - Process Overview MEP-GN-0005 Developing Standard Job Plans MEP-GN-0002 Shutdown Management
Delay and Loss Accounting Understanding and Communication of Measures Key Performance Indicators (KPIs) Maintenance Assessments
MEP-MS-0003 Barrick Maintenance Key Performance Indicators MEP-MS-0002 Maintenance Management Standards Assessment Tool MEP-GN-0003 Conducting a Maintenance Assessment MEP-GN-0013 Downtime Capture and Classification Non-Routine Spending and Capital Management Policy (Finance)
Element 7 Reliability
Reliability Improvement Condition Monitoring Lubrication Knowledge Sharing Technical Documentation and Information
MEP-MS-0006 Hydrocarbon Management MEP-TM-0001 Hydrocarbon Management Training Materials MEP-GN-0008 Establishing a Condition Monitoring Program MEP-GN-0006 Conducting Root Cause Analysis
MEP-MS-0007 Budgeting for Mine Maintenance MEP-MS-0008 Budgeting for Process Plant Maintenance MEP-TM-0002 ZBB for Mine Maintenance Training Materials MEP-TM-0003 ZBB for Process Plant Maintenance Training Materials MEP-TM-0004 S3 Xeras Model for Mine Maintenance MEP-TM-0005 S3 Xeras Model for Process Plant Maintenance MEP-GN-0016 Cost Reporting for Maintenance MEP-GN-0012 Life Cycle Costing
Supply and Warehousing Repairable Spares Contracting Maintenance Services Workshops and Infrastructure Tools and Equipment
MEP-GN-0011 Inventory Management for Maintenance Spares MEP-GN-0010 Spares Criticality Assessment MEP-GN-0012 Rotable Spares Management Contractor Management Guidelines (Safety and Health)
For more information about standards, guidelines and resources, visit the Maintenance section of Operations Support on Barrick Central intranet.
MEP-MS-0001/February 2011