Business Case

Information collated by the site reliability team indicated the most frequently occurring breakdowns were ‘short and quick’ to repair concerns. It was also identified that the two weekly services were not achieving their minimum targeted requirements, which were creating maintenance debt on both machines to increase.


From several individual discussions it was identified that introducing daily servicing would have a positive impact on the MTBF for the primary dig and drill units. However, this suggestion had been proposed many times in the past and discussions had been unsuccessful in progressing any further.

Project Summary

Through a wider structured engagement process, the situation was understood and discussed in detail with the local transport team, who now had a much clearer view of the situation and recognised that with a small change to their service timetable, they could assist the mine operations team alleviate one of their major bottlenecks.

Once this situation was fully understood and all related parties involved had a common understanding of what they needed to do to enable this multi department activity to be coordinated and implemented in an orderly fashion, the individual concerns and changes required were discussed and worked through. When all of the individual concerns had been collated, the whole activity was visually planned out so that everyone could see how their part of the overall project linked in with the high level schedule.

Key to this activity being successful was that the whole daily service process was to be undertaken during the production shift handover period, i.e. when the production teams were not using the equipment.


  • 68% improvement in Mean Time Between Failure (MTBF) over 4-month period (13 to 41 hours)
  • Introduction of preventative maintenance strategy including daily replacement of high failure mode hoses which had previously been ran to failure
  • Significant safety improvement through 66% reduction in high-risk breakdown situations