Can lean implementation improve the mining industry?

The mining industry has been at the forefront of innovation and modernization for many years, but it is also an industry that has encountered continuous uncertainty and volatility. Therefore, mining companies must recognize and implement sustainable strategies that support safety, cost reduction, operational efficiency, and the ability to adapt to an ever-changing environment.

At the forefront of lean are principles and practices that support mining companies in developing a systematic approach to waste elimination while promoting a culture of continuous improvement.

applying the five lean pRinCiples in Mining 1. Identifying Value

This crucial principle focuses on identifying the value of your product or service for your end customer. In doing so, mining companies can tailor their operations and processes to fully convey that value through value-added activities rather than non-valueadded activities. All non-value-added activities are considered wasteful and should be removed from a process. There are eight types of commonly identified waste using the acronym “DOWNTIME”:

1. Defects/Repair 2. Over-production 3. Waiting 4. Non-utilization of People’s ideas 5. Transportation 6. Inventory 7. Motion

8. Excess Processing

2. Map the Value Stream

The value stream is the end-to-end collection of processes that create and deliver value for the customer. More specifically, when you first look at a process, it has all the functions - whether they drive value or not. Mapping out the value steam will indicate where these non-value-added activities are located within a mining process and remove the identified waste from the process, saving you time and money.

3. Create Flow

Creating flow involves linking all the activities in the most efficient combinations. We’re looking at all the stops and bottlenecks, working to maximize the value-added content and eliminate or reduce the waste. This means removing stagnation of work in between processes, in limbo, or being held up for whatever reason that’s not driving any positive value for the customer — eliminating any obstacles preventing continuous flow. These could be in many forms, from physical barriers to approval levels and things requiring a special allocation or approval before moving forward.

4. Pull

The fourth step, called implementing pull, is about customer demand driving the value stream. This is very challenging in mining but when pull is implemented in the manufacturing of parts and equipment for mining, nothing is produced upstream until the downstream process needs it. Essentially, work isn’t being executed until a customer requires it. Mines traditionally utilize push systems, but in order to establish stable production processes that produce a required quantity at a given time, pull can be used to balance production to demand.

5. Pursue Perfection

Continuous improvement is defined as incremental changes to a service or process that enables activities that deliver the most value to your customer while removing those that don’t. It is a constant strive to improve flow and identify hidden wastes and aims to implement sustainable tools and practices. This, in turn, requires further training of the workforce and engaging not only leaders but all employees to empower them to continuously improve their own processes and standards.

lean iMpleMentation in Mining Standardization

standardization is a significantly important tool in the mining industry and is the root of efficient, safe, and cost-effective production. The hazardous nature of the processes involved in the mining industry, specifically, makes standardization all the more important. It is the development of baseline procedures and protocols and ensuring the process has a set standard for resources used, time taken, and outputs produced. While the mining industry experiences many variations and adversity, overarching standardization procedures can support unpredictable circumstances.

visUal ManageMent

Visual management is a handy and essential tool to use, whether underground in a mine or above ground in a shop, surface plant, or office. The goal of visual management tools is to share information with others, enforce workplace standards, support organization and cleanliness and manage irregularities.

• Virtual LeD floor markings in mines can indicate pathways, vehicle lanes, working cells, and intersections when typical paint and tape applications don’t apply.

• shadow boards can designate an organized space for tools and equipment.

• Kanban is a tool that can be used to signify the next step in a process that needs to occur or some resource needs to be replenished.

Usually, a colour-coded sign or card is the indicator.

• 5s stands for sort, set in order,

Shine, Standardize, and Sustain. Essentially, it is a workplace overhaul designed that can significantly impact waste reduction, safety, and efficiency. Culturally, this is the best approach when embarking on a lean journey to engage everyone and identify quick wins.

tpM/ QCo

Mining operations require a significant amount of equipment and tools. As a result, failures, and breakages are common and can often be related to external physical conditions. Total productive maintenance (TPM) and quick changeover (QCO) are proactive and preventative measures that can be taken to maximize the operational efficiency of the equipment. It encourages equipment operators to help in maintaining the equipment while also putting standard maintenance services and operations in place. Applying quick changeover is also essential when failure or shutdowns do occur. It ensures that these problems can be swiftly managed to reduce downtime and that resources are appropriately used while finding a solution to the problem of stabilizing issues in production or equipment.

jUst-in-tiMe (jit) and jidoka

Just-in-time may not be feasible for the extraction portion of the mining industry as it requires a complex and integrated supply chain. Still, it can be instrumental in mining equipment manufacturing. It works to eliminate waste through overproduction and products sitting in inventory. JiT embodies a pull system where work is only completed as the customer needs it. In the case of mining equipment manufacturing, the production of a new piece of equipment would not start until a customer or supplier required it. Jidoka is the concept of automation with a human touch. With the constant technological advancements in the mining industry, we see more and more being automated and less physical demand. A Jidoka trend seen in mining is moving from an onboard operator to a remote operator.

RespeCt foR people

The basis of lean management and lean thinking is respect for people. It is about developing a culture that empowers every employee to adopt a continuous improvement mindset. It’s about making every process in a production line valuable not only for the customer but also for employees. It’s about open lines of communication and considering the thoughts and ideas of the people doing the work rather than executive management decision-makers.

For more information on how lean implementation can improve your mining company, contact Design 4 Lean at solutions@design4lean. com or visit our website at www. design4lean.com.

aboUt

Doug Lachance is the founder and president of Design 4 Lean Solutions Inc., a global lean management consulting company based out of the Greater Sudbury Ontario area, teaching and implementing lean for more than 20 years.