Roadway Development “TEMPO” Lean at Kestrel

1. Roadway Development “TEMPO” Lean at Kestrel Rod Pike Superintendent Development Gateroads Rod Graves Development Coordinator

2. To improve is to change, to be perfect is to change often Sir Winston Churchill

3. Kestrel Mine • 20 year old mine. • Highest profit returning business for Rio Tinto Coal Australia. • We have a young, energetic and mature workforce. • Tony Lennox had a focus on “good reputation” as a measure of success and good reputation is built on principles and actions. • Lean Thinking is based on good principles and actions. • Farthing West has been assisting us to implement Lean at Kestrel. • Three areas of influence: • People Behaviour - involvement in problem solving (ideas and actions) • Process Users - Standardise and improve processes (end users) • Equipment Processes and maintenance. • Its all about the people Developing Worker Problem Solvers. Background

4. Kestrel – a mine to be proud of

5. Development Longwall ( Kestrel Longwall) Kestrel - One of the top producing mines in Australia And we do it with old equipment Kestrel Top Three Slide Coming from Robyn Ryan

6. Safety Comparisons Kestrel – the best safety record in Australia. And we are working hard to make it safer • Source: Queensland Mines and Quarries • Safety Performance and Health Report 2008-09

7. Combined Overview Kestrel – Pillar cycle times improving. In spite of more support, greater cross grades (now 1:11), Typically weaker roof (less than 10 mpa) and high water intakes J

8. Our Improvement to date

9. Worker Problem Solvers

10. 3 Key Documents • There are 3 documents that make up the suite of tools for the panel advance : • The Overview • Detail Cards • Check Lists • Note it is the intent to incorporate the trigger for issuing all documents onto the panel sequence plan on the Lean Story Board. • Detailed Card • Overview • Check List Panel Advance Tools

11. Overview Card Activity number for reporting Reading the Overview Teams / parallel tasking Summary of activity Manning Tools / materials required Reference for details Time in blocks of 30 mins Vehicle

12. Standard work Cards Teams Colour The team breaks up to do individual tasks

13. Front of Standard Work Cards Front of Detail Card Activity number for reporting Reference Name Manning, vehicle and expected time Time activity began – written in by team leader Written in by Team Leader Expected elapsed time at end of this task Read the card and Do a Take 5 When management (ERZ controller/supervisor, coordinator, superintendent etc) checks on progress the focus is on learning and improving. If progress is lagging what are the root cause issues? Detail on each activity

14. Rear of Detail Card Rear of Standard work Cards Tools / Material needed Version and Date of last revision Sketch / picture Colour legend Team leader should provide feed back on the detail - times – sequence – errors in instructions - omissions in instructions – safety improvements – suggested new techniques – engineering mods etc

15. Kamishibai Card auditing

16. Flitting

17. Road cleaning Face Road – wet and wheel rutted Place Dry Coal or stowage to start cleaning

18. Technique to roll the muck Roll the muck heap and tip Note if conditions are wetter tip the muck from the bucket further forward over the heap

19. Clean from drivers side to off side Start on Driver’s side and work across heading Face Road – wet and wheel rutted Tip load

20. Standard Cutting Height

21. Horizon Control Tools 21

22. Standardised Supply Locations

23. Implements

24. Lean Information Centre

25. Combined Overview Kestrel – Pillar cycle times improving. In spite of more support, greater cross grades (now 1:11), weaker roof (less than 10 mpa) and high water intakes J KME is targeting more improvement. A 10 day pillar cycles.

26. Modelling longer pillars and faster wheeling KME – longer pillars and faster wheeling. 5% potential improvement from longer pillars

27. 308 • 307 • 309

28. Comments • Time to First Coal is averaging in excess of 4 hours per shift after allowing for Panel Advances, mobilisation and Maintenance days. • Typical best times are about 1 hour 20 mins • 308 • 307 • 309 Time to First Coal

29. Comments • In the order of 2.2 days per 28 days are lost for meetings pass and training - the morning meeting accounting for a significant portion of this time • 308 • 307 • 309 Meetings / Pass / Training

30. Comments • 1.3 to 2.1 days per 28 days are lost with road cleaning. This time probably understates the problem. • 308 • 307 • 309 Road works

31. Cutting time Presently Only 6 days cutting every 28 days

32. Multiple small steps • Getting the crew away on time • Having the transports from pit bottom to the panels pre started • Controlling meeting times • Using between shifts and cribs to clean roads etc • Concentrating on horizon control to reduce the need to clean roads • Having tradesmen stay at the face to prove that the machine is producing correctly • Train outbye workers to assist in manning the miner during one of the two crib breaks • Staying at the face to cut till the end of the shift • Commence planning for overlapping shifts to improve maintenance window utilisation Cutting time 34 hour per week to 50 hours

33. Pillar Cycle Modelling more hours Focusing of roster issues – 30% improvement

34. Our Improvement to date and our target

35. People / process / performance 6 Mths Now Past

36. Success with Pride The Goal is Zero The Goal is Zero