A One Teck Approach to Accelerated Maintenance Projects.
Accelerated Maintenance Projects (AMP) are another great example of Continuous Improvement efforts being shared successfully across Teck operations through immersive learning, knowledge transfer and the exchange of perspectives.
To accelerate the implementation of leading maintenance practices, operations across Teck are forming dedicated project teams that include employees from other operations. The benefits of bringing together employees from different operations are numerous: they provide additional project support, bring different skill sets, and share new ideas and perspectives. Here are three stories of employees who participated in AMP projects at operations other than their own.
“I can help with that”
Brian Day, General Supervisor, Mine Maintenance, Greenhills Operations (GHO), responded this way at his first Highland Valley Copper (HVC) AMP leadership team meeting. The most recent member of the maintenance group to immerse himself at another site, Brian had just begun a three-month term at HVC and was answering questions around how to develop an effective Short Interval Control board, a Continuous Improvement tool that helps production improvements during a shift. The board has added considerable value at GHO and was soon to be introduced at HVC.
Brian also engaged tradespeople and a supervisor in a conversation around how to develop Rapid Turnaround on truck box changes, something else that GHO has excelled in. In return, Brian learned about leading practices at HVC to bring back to his AMP team at GHO. “Operations and maintenance teams succeed when we work as a team, sharing ideas and providing feedback,” said Brian. “It’s important to complete the circle of learning, as people are more invested when they are part of the solution.”
“It’s a win-win-win”
Fernando Marroquin, Reliability Leader, Carmen de Andacollo Operations (CDA), immersed himself fully in the AMP initiative, spending time learning from the teams at HVC, Line Creek Operations (LCO) and Fording River Operations (FRO). In return, Fernando shared the use of a “jackknife” graph, which evaluates indirectly related variables like the duration and frequency of equipment downtime. The graphing format has been used at Teck’s Chilean operations but was new to our Canadian operations. Intent on ‘spreading the word’, Fernando also plans to introduce the concept of the AMP process back at CDA.
“Immersion is like spending time in a new country”
“If it weren’t for AMP, I would have had to move sites to get this kind of experience,” commented Dave Adema, Maintenance Superintendent, HVC, after spending 11 weeks immersed in AMP at LCO and FRO. At LCO, Dave was a significant contributor to an improved haul truck final drive maintenance strategy and organizational improvements. At FRO, he took the lead in restructuring the tool crib—an area where tools are stocked and maintained—and aided in the development of a Materials Coordinator role. Upon his return to HVC, Dave formed an on-site AMP team, which has contributed to improved haul truck availability and cost reductions.
“At each site, I made it my goal to be considered a part of the team,” said Dave. “I made new contacts within the coal business unit, learned about the initiatives at play and, most importantly, I expanded my own understanding of how effective change efforts could be structured at HVC.”
This story was adapted from an article written by Mark Bernadet, General Manager, Maintenance Improvement. Do you have a success story you’d like to share? E-mail us at connect@teck.com
