gary gibson, acarp roadway development improvement project

Improving Roadway Development –

The Key to Profitable Longwall Mining

The mantra at most mines:

► It’s the longwall that makes the dollars and pays the bills ……..

► The longwall is the client and therefore determines what and how we develop and support gateroads

So how do we improve longwall profitability?

► Allowing longwalls to produce to nameplate capacity unconstrained by longwall discontinuities

► Improving development performance and reducing overall development costs

So how do we improve development performance?

► Firstly need to understand current performance levels and the improvement opportunities which abound

My views and not necessarily those of ACARP and the Roadway Development Task Group

The Key to Longwall Profitability

Roadway Development 2011/12

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Less than 5,000 5,000-10,000 10,001-15000 15,001-20,000 20,001-25,000 Greater than 25,000

Roadway Development (m) Australian Longwall Mines 2011-2012

420 km of development per annum across 30 longwall mines – mains, gateroads, install faces, etc

On average, 13-14 km/annum roadway development per mine (range 4.5 – 32 km per annum)

Gut feel estimate – annual spend on development $1.5B - $2B


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10

15

20

25

Annualised Development Rate Australian Longwall Mines 2011-2012 (m/CM/annum)

Average 4,012 m/CM/annum

Best practice development rates of 10-11 km/CM/annum or 190-220 m/week/CM

► down from 14-15 km/annum/CM or +300 m/week/CM in 2006/07

Average development rates of 4,012 m/annum/CM equivalent to 80-90 m/week/CM

78% of mines employed 3 or more development units

35% of mines routinely utilised mining contractors in development

Preliminary results suggest a softening of development performance at a number of mines

► cost reduction initiatives including reduced operating hours and a tightening of manning levels?

► more selective use of contractors?

A few mines are continuing to champion improved development performance with enhanced technologies and practices

► Mandalong with their application of monorails and auto-cut system

► Ulan West with their development of people and process (and soon to be monorail and 4FCT)

No self drilling roofbolts being installed in development despite proven 15% improvement in advance rates

► SD roofbolts and rib bolts being adopted in longwall face bolt ups while 2 mines are using SD rib bolts in development


Industry-wide factors have impacted development rates in recent years

Pursuit of metres at any cost and a rapid doubling of workforce levels

► a dilution of skills and experience - most new starters initially allocated to development

► training sector’s response both onerous and of limited operational benefit

Lead time to develop supervisory skills and experience following earlier rationalisations

Adoption of engineering and administrative controls in lieu of engineering-out hazards associated with bolting operations (ie; MDG35.1) – lack of suitable technologies

Failure of new generation equipment to meet design specifications and claimed performance levels

A broad and sustained focus on zero harm - people consumed in safety systems paperwork and failing to manage by walking around

Factors Impacting Roadway Development

Mine level factors have also impacted development rates

Increasing tendency to install long tendons as part of the primary support process - extended face advance cycles

Sub-optimal manning of development crews – 3-4 man crews

► Inability to effectively operate multiple bolting rigs concurrently – extended bolting times

► Single shuttle car operation – extended wheeling times

► Extended panel advances and flits

Slow and tenuous take-up of new technologies (eg: Sandvik’s auto-cut)

Limited utilisation of on-board cycle time monitoring systems for process monitoring and improvement

Failure to recognise and identify the nature and extent of real time operating delays – missed improvement opportunities


Understanding Operating Time and Rate

3.2

8.2

31.3

48.5

75.9

Hours/Week

Unscheduled Time

External Idle time

Total Maintenance time

Operational Delays

Operating Time

Average Development Rate 164 m/week

2.2 MPOH

Mine A

2.6

15.2

18.6

51.6

76.7

Hours/Week

Unscheduled Time

External Idle time


Operational Delays

Operating Time

Mine B

Average Development Rate 90 m/week 1.2 MPOH

84.2

4.4

17.2

28.9

29.7

Hours/Week

Unscheduled Time

External Idle time


Operational Delays

Operating Time

Average Development Rate 60 m/week2.2 MPOH

Mine C

33.7

10.5

23.9

43.4

55.1

Hours/Week

Unscheduled Time

External Idle time


Operational Delays

Operating Time

Group Overall

Average Development Rate 95 m/week 1.7 MPOH

The big learnings from analysis of 3 years of roadway development performance

Operating Delays are almost twice Total Maintenance time - 1.8:1 (range 1.3 – 2.8:1)

Operating delays to Operating time is 0.8:1 (range 0.6 – 1.1:1)

Half Operating time is lost in unreported operating delays

- Unreported operating delays/Actual operating hours 1:1

Metres per Actual Operating hour (2.4 – 4.8 MPOH) are double that reported (1.2 – 2.4 MPOH)

The Big Learnings

Increase Operating time

&/or Increase Operating rate

= Improved m/week

Other thoughts on roadway development

The process is not under (statistical) control

Question whether management has (operational) control over the process

Question whether 40 years on, the industry fully understands the nature of the inherent constraints in the process – investing in the wrong solutions


A Process Under Control?

Number of Canopy Sets 19 Total Pump Time 8:38:22

Number of Cutting Cycles

19 Total Cutting Time 0:32:53

Average Cycle Time 0:28:36 Total Bolting Time 3:27:04

Average SC Delay 0:05:53 Bolt While Cut Ratio 33%






Use of process cycle logs provide an opportunity to review performance of individual crews

Systems available today typically fail to provide real time feedback to operators, the people who can effect real time improvement



Cut first part of cycle/first SC

Shuttle car travel to boot and return

Cut second part of cycle/second SC


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One metre face advance cycle – 6 roof bolts and 4 rib bolts Bolter-Miner


Cut first part of cycle/first SC


Cut second part of cycle/second SC


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One metre face advance cycle – 6 roof bolts and 4 rib bolts Bolter-Miner

Material being handled Implement being handled

Control being handled

Face Advance Cycle

Each metre advance cycle is repeated 250 times or more each pillar

► as opposed to 30-40 pillar cycles per gateroad

► (or 450 times or more each pillar when each shuttle car load or half-metre advance represents a new cycle with miner-bolters)

33 individual support materials (eg; bolts, washers, resins, mesh) and 40 implements (eg; drill steels, dollies) are handled and manipulated each metre advance, with over 50 control operations also being initiated

With current levels of mechanisation/automation, the number of operators utilised has a significant impact on cycle times

Each individual action subject to variation due to human, equipment and environmental factors

Controllable???


Everyone knows but do we understand?

Batch haulage systems are a major determinant in development of high capacity (+20 tpm) continuous miners – cut and load it fast to minimise cycle times

With batch haulage, gateroad development typically becomes haulage constrained 60-70 m from boot-end

► pillar development cycle haulage constrained for >80% of the pillar cycle

Size and configuration of current continuous miners limit the number, placement, and ability to concurrently operate roof and rib bolters

Also limits the capacity for on-board storage of support materials, and the ability to retrofit automated materials handling systems

Batch haulage systems typically utilise 70% of roadway thereby limiting access to and resupply of face

Application of continuous haulage systems will result in the pillar development cycle being support constrained 100% of the time

Understanding the Inherent Constraints

Understanding the Inherent Constraints?

Based on the premise that the rate of goal achievement is limited by at least one constraining process

Only by increasing the rate of flow through the constraint can overall throughput be increased

Five focussing steps utilised to Identify, Exploit, Subordinate and Elevate the constraint, and to overcome Inertia

From a development perspective essential to understand whether the process is wheeling constrained or support constrained

► If wheeling constrained introducing measures to improve support performance will achieve nothing, and vv – SDB?

► Many mines have bought new equipment only to find there was another constraint that limited performance

WE Deming

Your system is perfectly designed to get the results that you get

Processes Improvement - Theory of Constraints

Improving Roadway Development Performance

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Drivers Barriers

Barriers

Drivers

Inability of operators to sustain physical effort required to achieve high productivity levels Age of workforce (average age >40 years) Self defeating - improved performance requires more regular panel/conveyor advances People’s attitude to change – embrace changes they make themselves, but resist change imposed by others Becoming highly productive – risk of workforce rationalisation/reductions Reluctance to embrace new technology Turnover of key personnel Cultural norms limits effectiveness of supervision Roadway design constraints (eg; height and width)pose significant challenges to equipment designers Inability to manage and/or support higher productivity levels (eg; logistics, people, maintenance) Its bloody hard work ……………… Adverse mining conditions Inability to pre-drain seam prior to development, with resulting impact on development performance Lack of visionaries and champions Limited capital funds to develop and introduce new technologies, equipment and systems Corporate focus on zero harm Companies and managers increasingly risk adverse

Lack of understanding of mining economics and reluctance to commit scarce resources to

Achieving and sustaining longwall continuity Lower mine operating costs, become profitable - improve job security Improved health and safety through improved machine design and ergonomics Improved health and safety by designing out hazards of development process with application of remote operating systems and/ or automation Sense of achievement Less manual handling

urr

-

-

–

-

—

-

Requires a focus on 4 key elements – people, process, equipment, and the environment (or organisation)


Providing the organisational leadership, support and resources to achieve and sustain improvement

Engaging and involving personnel in continuous improvement coupled with developing the necessary skills and competencies

Establishing, implementing, sustaining and improving safe and efficient roadway development processes and work methods

Improving the fitness for purpose and effectiveness of current development equipment

► will ultimately require development of an engineered, integrated, new generation gateroad development system

► hazards engineered-out and improved availability, reliability and performance engineered-in


Established in 2005 to identify, foster, and support R&D aimed at improving roadway development – ultimate objective to improve longwall sustainability

CM2010 Roadway Development R&D Strategy developed in 2007 to provide framework and direction for research

Roadway Development Task Group

CM2010 Roadway Development R&D

Vision

An integrated, remotely supervised high capacity roadway development mining system capable of sustaining a 15 Mtpa longwall mine with a single (gateroad) mining unit

System will also enable mining to be safely undertaken under adverse or extreme mining conditions, thereby opening up access to reserves previously considered un-mineable

Measures

Sustained performance rate of 10 MPOH for 20 hours per day, based on installing primary support of 6 roof and 2 rib bolts per metre advance including roof and rib confinement (mesh)

Improved health and safety through reduced exposure to hazards in the immediate face area

CM2010 Focus – Enabling Technologies

Remotely Supervised

Continuous Miner

Automated Installation

of Roof and Rib Support

Continuous and/or

AutomatedHaulage

IntegratedPanel

Services

Improved Engineering Availability

Planning, Organisation and Process Control

People Behaviours and Skills

Project Management

of R&D Projects

High Capacity Roadway

DevelopmentSystem

Engagement of Corporate

Sector, OEMs, and

Mines

Key enabling technologies – ACARP’s primary focus

Organisational capabilities and competencies

– responsibility of mines

Project implementation and management

- ACARP’s secondary role

Key learnings from CM2010 include:

The limitations of batch haulage systems and the constraints they impose on gateroad development process

► a pillar development cycle which is haulage constrained for >80% of the cycle

► large and ungainly continuous miners which limit

● the number, placement, and ability to concurrently operate roof and rib bolters

● the capacity for any substantive on-board storage of support materials

● the ability to retrofit automated materials handling systems

► utilise 70% of roadway and limit access to and resupply of face

Continuous haulage systems will result in the pillar cycle being support constrained 100% of the time

CM2010 Learnings

Key learnings from CM2010 include:

Application of administrative and engineering controls are a poor substitute for designing hazards out of system

► MDG35.1 reportedly impacted development performance (30%)

► Proximity detection and collision avoidance systems could potentially further impact performance

Resupply of strata support materials becomes a major logistics issue as development rates improve

► number and nature of materials being handled

► need to maintain continuity of supply, and

► operation of the coal haulage system within the same roadway

Existing roadway development process is mismatched and poorly integrated

► limits overall system utilisation to <30%

► a highly integrated, engineered solution is required

CM2010 Learnings (cont)

The RDTG’s vision is to ensure a sustainable Australian underground coal mining industry:

Remove exposure of persons to hazards associated with the roadway development process

Optimize development system efficiency and productivity

Supports overall mine productivity

2020 Roadway Development Vision

The solution is an integrated development process that:

Mines, loads and transports product

Supports roof and ribs

Delivers and handles strata support and other consumables

Advances face services

Supports efficient (safe and ergonomic) human interaction with system

Provides an information system that allows effective management of the process

Facilitates effective maintenance

Minimises the total cost of development

Meets Australian mining requirements

Roadway Development 2020 Specifications

An Integrated Development Process

Stak

eho

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gage

me

nt

Enabling Technologies and Systems

Key Process Elements

Improved Engineering Availability

People Behaviour and Skills

Planning, Organisation and Process Control

Pro

ject

Man

age

me

nt

of

R&

D

Pro

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s

Organisational Competencies Implementation

Strategies

Strata Support Materials Handling

Self Steered Continuous

Miner

Automated Strata Support

Continuous Haulage

Face Services

Hig

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apac

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Ro

adw

ay D

eve

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me

nt

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em


Enabling Technologies and Systems integrating the five key process elements:

Seam, strata and structure sensing systems

Navigation and seam following capabilities and systems

Programmable cutting and loading including product flow and sizing control

Automated drilling and bolting systems and associated handling and positioning systems

Automated drilling and bolting systems and associated handling and positioning systems

Automated long tendon drilling, handling, positioning and installation systems

Self-advancing and/or integrated services handling systems

Integrated, continuous haulage system


Enabling Technologies and Systems integrating the five key process elements:

Strata support materials handling and logistics systems

Navigation and/or remote steering and control systems for ancillary equipment

Proximity detection and collision avoidance systems

Environmental monitoring systems

Machine control interfaces and protocols

High speed, multi channel communications systems and protocols

On-board data processing systems

ACARP Roadway Development R&D

ACARP has invested $14M since 2005 in pursuit of improved roadway development performance:

Self Steered Continuous Miner (C18023 and C22015)

Seam Following Technologies (C22014)

Automated Bolt and Mesh Handling System C17018

Polymeric Skin Confinement System - ToughSkin (C20041)

Rapid Advance Conveyor (C20034)

Self Advancing Monorail (C20035)

Continuous Haulage Systems (C21025, C22005, C22009, C22011 and C22018)


Self Steered Continuous Miner (C18023/C22015) – CSIRO Mining Technology

Objective is to develop self-steering technologies which enable remote operation of CM and remove personnel from immediate face area

LASC Inertial Navigation System (INS) has been further developed and refined, with ‘’motion detect’’ signal being utilised rather than full velocity sensing ology is being simplified to r

20 cm maximum cross track (ie; off roadway centre line) error after 2.7 km, 2.5hour “two heading” roadway pattern above ground trails (as per video)

System currently in process of being fitted to a MB650 and 12CM30 for underground trials early 2014


Results from testing of the Phoenix mounted CM navigation system navigating through a two entry gateroad layout at the Ebenezer Mine test site

20 cm cross track – matches and betters most deputies and CM drivers!


Seam Following Technologies (C22014) - CSIRO Mining Technology

We have developed ways to accurately locate and steer mining machinery

We lack ways to measure the location of the coal resource during mining extraction

The next major advance in automation will be based on geological resource sensing


Seam Following Technologies (C22014) - CSIRO Mining Technology

Explores radar-based coal seam thickness measurement technology to deliver a quantitative and enhanced sensor performance

Targets an essential technology component needed to achieve automated mining horizon control capability

Impacts through enhanced productivity and safety for CM and LW operations through the provision of new in-situ seam information


Automated Bolt and Mesh Handling System C17018 - UOW

Objective - develop technologies to integrate and automate 9 discrete manual functions using up to 8 different strata support consumables through 15 parallel handling processes : ► Roof bolts and washers (4 bolting rigs)

► Rib Bolts and washers (2 bolting rigs) - including provision for steel and/or “plastic” bolts and washers

► Roof mesh (steel)

► Rib meshing (steel)

Automated strata support is fundamental to full automation of the roadway development process and reducing exposure to hazards at the immediate face

UOW Automated Bolting and Meshing

Roadway Development R&D

Polymeric Skin Confinement System – ToughSkin (C20041) - UOW

Objective is to develop a spray applied polymeric skin confinement system as an alternative to steel mesh –with automation of bolting will enable personnel to be removed from immediate face area

Prototype FRAS rated polymer formulation has been developed with superior skin confinement capabilities

Focus shifting to development of application system

BASF recently commenced due diligence with a view to partnering with UOW for product optimisation, regulatory testing and approval, and commercialisation


Self Advancing Monorail (C20035) - UOW

Objective - to develop a system which would allow monorails to be extended behind the CM without manual intervention

Key challenge identified was manipulating and installing chain hung fittings off roof bolts

Project completed recently with demonstration at Macquarie Manufacturing

Technology could be readily adapted to advancing longwall services monorail


10 MPOH Continuous Haulage Systems (C21025/C22018)

C21025 identified 5 conveying technologies with potential for incorporation into a 10 MPOH gateroad development CHS

Gateroad development CHS

► Low, continuous capacity 10 MPOH – 300-500 tph

► Utilised in gateroad panel configuration with long pillars (+100 m)

► Small profile to facilitate strata support materials resupply

Scott Technology’s Enclosed Belt System (Innovative Conveying System)


10 MPOH Continuous Haulage Systems (C21025/C22018)

3 technologies progressed to final submission phase for 2014 funding - based on developing a 60 m long industry scale prototype system for extensive trialling in an above ground 120 m long, simulated gateroad panel ► Sandvik’s CH500

► Premron’s Enclosed Belt System

► Scott Technology’s Enclosed Belt System (Innovative Conveying System)

Sandvik CH500 Schematic of 60 m Trial

Continuous Haulage Systems ► complete Stage 2 R&D - developing a 60 m long industry scale

prototype system for trialling in an above ground 120 m long, simulated gateroad panel

► underground trials of a compliant prototype system

Strata Support Handling and Installation Systems

► adaption of automated bolt and mesh handling system for conventional resin anchored bolts and resin cartridges

► integrate automated bolt and handling systems with automated bolting technologies

► mechanise handling and installation of long tendons, including integration with automated bolt handling and installation systems

► develop technologies and systems to integrate coal haulage and strata support materials handling systems

R&D Priorities 2014 and Beyond

Continuous Miner Automation ► underground trials of CSIRO’s CM navigation system, including mine-

to-plan capability

► development of seam following technologies together with underground trials of these technologies

► incorporate auto-cut technologies to achieve full remote operating capability

Other Enabling Technologies ► seam, strata and structure sensing system to enable ground conditions

to be established in advance of the mining face

► rapid deploying conveyor systems to reduce the duration of panel advances while eliminating/minimising manual handling of components

Develop an EMESRT style industry standard for an engineered, integrated new generation roadway development system

R&D Priorities 2014 and Beyond

The Vision – An Integrated System

Acknowledgements

Special acknowledgement and thanks to the key researchers and their teams involved with ACARP’s Roadway Development Improvement research projects

Acknowledgement also to the various OEMs who have contributed illustrations including; Scott Technology, Sandvik, Premron E-BS, Herrenknecht

Acknowledgement also to the ACARP’s Roadway Development Task Group – it has been an interesting journey

gary gibson, acarp roadway development improvement project

Documents

development of people

developmentroadway development

development units

kmannum roadway development

average development

impacted development

overall development

half operating time