Barrick Maintenance Management System - English

Maintenance Management System

MEP-MS-0001

Table of Contents Asset Management Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Global Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 System Elements 1 Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 2 People and Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 3 Annual Improvement Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 4 Equipment Maintenance Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 5 Work Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14 6 Performance Assessment and Measurement . . . . . . . . . . . . . . 18 7 Reliability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 8 Cost Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 9 Supply Chain, Contractors and Infrastructure . . . . . . . . . . . 24 Maintenance Management System Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

2 BARRICK OPERATIONS SUPPORT

MAINTENANCE MANAGEMENT SYSTEM

Asset Management Policy Asset Management is the management of assets from design to disposal to ensure their integrity and performance to safely meet operational requirements.

We Believe ■

Asset management affects every aspect of our business – safety, environment, reputation, production, quality, cost and shareholder value.

■

Everyone has a role to play. Barrick people make the greatest contribution to delivering reliable performance and maximum value creation.

■

Effective asset management will ensure that all risks are identified and mitigated.

■

All equipment failures are preventable.

We Will ■

Ensure compliance with the requirements of the Barrick Maintenance Management System.

■

Adhere to all applicable laws and regulations.

■

Develop clearly defined policies and standard systems, processes, and procedures for the organization.

■

Provide leadership, direction and support for the asset management strategy.

■

Provide the necessary resources with the competency, capacity and capability to deliver on the asset management strategy.

■

Ensure that the foundations of asset management are in place throughout the organization.

■

Monitor compliance by reporting key asset management metrics and conducting periodic reviews of our operations.

■

Commit to continuous improvement and the use of appropriate technology.

Aaron Regent President and CEO

Peter Kinver Chief Operating Officer

BARRICK OPERATIONS SUPPORT

Ivan Mullany Senior Vice President Operations Support

MAINTENANCE MANAGEMENT SYSTEM 3

Global Maintenance Resources Effectively maintaining a site’s mining fleet, process plant and infrastructure is key to mine site safety and productivity. Barrick’s global Maintenance, Engineering and Projects team provides standards, processes, systems, guidance and training to help regions and sites maximize the performance of plant and mining equipment. The Barrick Maintenance Management System defines the global standard for maintenance-related activities. Maintenance staff worldwide are committed to implementing and improving the System as well as the standards and guidance notes that underpin the Maintenance Management System. For help and information, contact: Derek Brown Senior Director Maintenance, Engineering and Projects +1 416-309-2913 +1 647-502-4399 (mobile) [email protected] Joseph Ashun Senior Manager, Maintenance Systems and Data Maintenance, Engineering and Projects +1 416-307-5062 +1 416-399-5721 (mobile) [email protected] Robert Cronin Senior Manager, Global Maintenance Maintenance, Engineering and Projects +1 416-309-2937 +1 416-371-1542 (mobile) [email protected] Richard Fifield Senior Manager, Global Maintenance Maintenance, Engineering and Projects +1 416-307-5134 +1 647-281-7599 (mobile) [email protected]



Maintenance Management System

Barrick’s Maintenance Management System provides a framework to help regional and site leaders develop maintenance improvement programs. The System defines the nine essential elements these programs should contain.

1 Leadership 1.1 Maintenance Function and Purpose Each site leader should formally define the business purpose of the maintenance function, including: The objectives of the maintenance group The contribution of the maintenance group to operational performance ■ The support of a proactive maintenance approach ■ The bias towards equipment reliability and optimization over reactive maintenance ■ Reinforce the role that well managed maintenance plays in the safety of all site personnel ■ ■



1.2 Leadership Behaviors Maintenance leadership should exhibit the following behaviors: Authentic and courageous – behave in an ethical and honest manner; foster an environment of high integrity, openness and transparency ■ Lead change – have the ability to mobilize people and gain support for change; encourage and generate creative solutions, trying different and new ways to deal with challenges and opportunities ■ Globally aware – work effectively with individuals of diverse cultures, interpersonal styles, abilities, motivations or backgrounds ■ Decisive – consider facts and alternatives but make timely decisions; focus and guide others in accomplishing work objectives; seek and promote accountability and see the tasks through to completion; set clear expectations and communicate KPIs and targets ■ Communicate and collaborate – is a visible felt leader in the field; demonstrate and encourage teamwork; communicate with stakeholders proactively and effectively; build alliances with other functions and teams ■ Develop and empower – encourage employee growth and development through coaching and mentoring; empower employees by transferring responsibility and accountability to capable people with the necessary authority and resources to make and execute decisions ■

1.3 Management of Change The site will have a Management of Change process that covers changes related to: Equipment selection, design and modification Maintenance organizational structure and resource levels ■ Equipment maintenance tactics ■ Operating environment/parameters ■ Maintenance systems ■ ■



2 People and Organization 2.1 Recruitment Maintenance employees will be recruited against role, competency and capability requirements that consider their knowledge of equipment and maintenance practices combined with attitude and experience.

2.2 Maintenance Competencies People appointed into maintenance roles must possess competencies as defined by the “Barrick Maintenance Competencies Guidelines” (MEP-GN-0009). The Maintenance Competencies Guidelines will be used to: Guide the recruitment, selection, development and deployment of people in maintenance roles across Barrick ■ Provide maintenance practitioners with feedback, development, coaching and recognition for their performance ■ Assess, build, manage and reward the global maintenance talent pool ■ Identify strengths and development needs in maintenance practitioners within or across regional business units and sites ■

2.3 Training and Development The site shall have: A training/skills matrix matched to a skills requirement analysis. This will be updated annually. ■ An annual budget, including time and resources (internal and external) to deliver the training. ■ A succession plan for all key technical and leadership roles. This should consider not only business needs but the potential and career aspirations of individuals. ■



2.4 Maintenance Team Organization The maintenance organization and structure will be reviewed regularly and have appropriate technical and leadership roles to support an effective maintenance function. The organization should be developed based on site coverage required (including FIFO requirements), site complexity, and the skill level and overall maturity of the maintenance function on site. Recommended organizational structures are shown on page 9.

2.5 Performance, Reward and Recognition All maintenance employees should have annual performance reviews that focus on an individual’s capability, deliverables, development, values and leadership. Informal feedback should be provided on a more frequent basis as required.

2.6 Position Descriptions, Roles and Responsibilities All maintenance personnel will have position descriptions that define their roles, accountabilities and responsibilities. The content of these position descriptions should be communicated to the maintenance team and to other relevant functions in the organization.



RECOMMENDED MAINTENANCE ORGANIZATION STRUCTURE

Regional Structure Regional Maintenance Manager

Mobile Equipment Specialist

Fixed Plant Specialist

Reliability Specialist

Maintenance Systems Specialist

Category ‘A’ and ‘B’ Mine Structure 1 Mine General Manager

Operations Manager

Maintenance Manager

Superintendent #1

Superintendent #2

HR Manager

Others

Superintendent #3

Maintenance Engineer

Reliability Engineer

Category ‘C’ and ‘D’ Mine Structure 2 Mine General Manager

Operations Manager

Maintenance Superintendent

Maintenance Engineer

Others

Operations Superintendent

Reliability Engineer

A: Cortez, Goldstrike, Lagunas Norte, Pierina, Veladero, Zaldivar. B: Kanowna, KCGM, Plutonic, Porgera. C: Cowal, Granny Smith, Hemlo, Round Mountain, Turquoise Ridge. D: Bald Mountain, Darlot, Eskay, Golden Sunlight, Lawlers, Marigold, Ruby Hill, Storm. * Structure for sites in Africa to be determined by African Barrick Gold based on business requirements. 1

2



3 Annual Improvement Plans 3.1 Corporate Maintenance Business Plan A Corporate Maintenance Business Plan shall be in place. The plan shall identify the major goals that will underpin the contribution of maintenance to the performance of the company. The plan shall have a time horizon of three years. The plan shall define: The strategic goals The value and timing of the benefit delivered through the goals ■ The actions required to deliver the goals ■ The milestones in the implementation of each goal ■ The responsibility assignments for activities within the plan ■ ■

The Corporate Maintenance Business Plan will be developed with input from regional maintenance managers and will be revised annually. The senior director, Global Maintenance and Engineering, is responsible for the management of the plan.

3.2 Regional Maintenance Business Plan Each region shall develop an annual Regional Maintenance Business Plan comprised of the following elements: Barrick’s Strategic Objectives: – Respect Our People – Ensure License to Operate – Operational Excellence – Enhance Financial Strength and Flexibility – High Performance Organization – Growth ■ Key strategies for delivery of the outcome targets ■ Action plans for implementation of each key strategy ■

The Regional Maintenance Business Plan shall have a minimum time horizon of one year and shall be a sub-set of the Corporate Maintenance Business Plan. A process of regular review and re-forecasting of the Business Plan shall be implemented. The regional maintenance manager is responsible for the management of the plan.



3.3 Site Maintenance Business Plan Each site shall develop an annual Site Maintenance Business Plan, using the Barrick standard for “Developing a Maintenance Business Plan” (MEP-GN-0004). The Site Maintenance Business Plan shall be comprised of the following elements: Barrick’s Strategic Objectives: – Respect Our People – Ensure License to Operate – Operational Excellence – Enhance Financial Strength and Flexibility – High Performance Organization – Growth ■ Key strategies for delivery of the outcome targets ■ Action plans for implementation of each key strategy ■

The Site Maintenance Business Plan shall have a minimum time horizon of one year and shall be a sub-set of the Regional Maintenance Business Plan. A process of regular review and re-forecasting of the Business Plan shall be implemented. The site general manager, operations manager or maintenance manager is responsible for the management of the plan, depending upon the organizational structure at the site.



4 Equipment Maintenance Strategies 4.1 Equipment Criticality An initial equipment criticality assessment must be completed at each site, using the “Barrick Equipment Criticality Assessment” (MEP-GN-0001) as a guide. This should be reviewed every two years. The assessment must clearly define the critical assets and equipment in the operation, and should consider the consequences of equipment failure on: Safety Environment ■ Production capacity ■ Cost ■ Regulatory requirements ■ Corporate reputation ■ Reliability ■ ■

4.2 Equipment Maintenance Strategy For each piece of equipment, there must be a strategy that documents the maintenance plans and includes all information relevant to the maintenance approach. Development of strategies should be based on the equipment criticality assessment, with the most critical assets given priority. Maintenance strategies for all critical assets should be formally reviewed and approved by the regional maintenance leads. A maintenance strategy should include: Operational strategy Statutory maintenance requirements ■ Structural integrity inspection ■ Routine preventive maintenance tasks ■ Condition monitoring ■ Lubrication practices ■ Component replacement intervals and tracking mechanisms ■ Overhaul and repair policy ■ Total cost of ownership analysis ■ ■



4.3 Statutory and Regulatory Requirements The senior site manager must appoint competent persons to be accountable for the management and maintenance of plant and equipment that falls under statutory and regulatory requirements. There must be a register that records the details of equipment subject to statutory maintenance. All inspections must be completed to comply with regulations as they apply to the site.

4.4 Critical Asset Condition Assessment Each site must conduct a condition assessment that addresses potential risks to critical assets such as: Structural integrity Power supply ■ Fire suppression systems – refer to the document “Fire Fighting Systems Mobile Mining Equipment” (MEP-MS-0005) ■ Environmental controls ■ ■



5 Work Management 5.1 The Work Management Process An efficient, repeatable work management process is fundamental to the maintenance effort, providing the foundation for planning, budgeting, improvement, and achievement of targets. The standard Barrick work management processes are defined in “Barrick Maintenance Business Processes” (MEP-MS-0009). Maintenance activities must be planned, scheduled, coordinated and adequately resourced. Targets must be set and performance measured.

5.2 Oracle Oracle R12™ is Barrick’s standard ERP platform and it consists of Finance, HR, Supply Chain, Maintenance and Project modules. The Oracle eAM module is configured to support Barrick’s standard maintenance business processes. Viziya WorkAlign Scheduler™ is an Oracle-approved and supported maintenance scheduling product, and is the standard for maintenance scheduling in Barrick.

5.3 Identification of Work There shall be a formal system for identifying and requesting maintenance work. Work requests should be prioritized and approved by frontline leaders. High priority work should be identified for immediate action while less urgent requests are forwarded to the planning and scheduling team. Feedback should be delivered to the originator advising if and when the work requested will proceed.



5.4 Planning Each site shall have a formal system for planning work. This is supported by a Computerized Maintenance Management System (CMMS). Planning should have several time horizons – weekly, quarterly and annually. Maintenance plans should be integrated with the operations plan. Planned jobs must include details of requirements for: Labor ■ Materials ■ Duration and latest start date ■ Tools and other special equipment ■ Procedures, work instructions, and other supporting documentation ■ Risk assessment and safety requirements ■

To improve planning efficiency, standard jobs should be established for all routine preventive maintenance and high-frequency work. Refer to the document “Developing Standard Job Plans” (MEP-GN-0005). There must be a formal process for releasing planned jobs to allow them to be scheduled after the above requirements have been satisfied.



5.5 Scheduling Each site shall have a formal system for scheduling work, which is supported by a Computerized Maintenance Management System (CMMS). Jobs should only be scheduled when the required planning is completed. Schedules must be formally approved by maintenance and production leaders, and should be integrated with the operations plan. To allow communication and preparation, the weekly schedule should be closed off and issued at least two working days before the start of the schedule period. Schedules must be set with spare capacity to accommodate a reasonable level of unscheduled (break-in) work. Typically, this might be 70% of labor scheduled with 30% unallocated. There must be a formal approval process to allow work to be deferred from the current schedule period. Compliance to the weekly schedule must be measured and reported.

5.6 Execution Maintenance work may only be undertaken if covered by a work order. Job preparation should be done in advance of commencing the task. This should ensure that all procedures, tools, materials, safety assessments, etc., are available. Supervisors must ensure that tasks are assigned to people with the requisite skills and experience to carry out the job. Maintenance technicians are responsible for quality of workmanship. Supervisors are responsible for auditing and verifying work quality. There will be a process to notify the Production department that equipment is ready to return to service.

5.7 Completion Completed jobs are returned to the planner with comments and feedback on: Quality of plan Additional work identified ■ Changes/updates to procedures ■ Labor used ■ Data and measurements where required by the procedures ■ ■

Work orders must be closed off in the CMMS.



5.8 Review At the end of each schedule period, the site shall review: Schedule compliance Break-in work ■ Work identified ■ Feedback on planning and scheduling quality ■ Equipment performance following maintenance ■ Backlog control ■ ■

5.9 Shutdown Management This sub-element refers to the management of significant maintenance outages; for example: SAG/ball mill reline Autoclave reline ■ Haul truck rebuild ■ Electric shovel slew ring gear replacement ■ ■

Each site will have systems and processes to enable plant and equipment shutdowns to be scoped, planned, scheduled and executed. Refer to the document “Shutdown Management” (MEP-GN-0002). Shutdown management systems must cover: Safety and environmental management Planning lead time requirements ■ Organizational structure and roles and responsibilities ■ Communication strategy (including meetings, progress reporting) ■ Clearly defined scopes of work, aligned with overall maintenance strategy ■ Shutdown schedule of work that contains all work being carried out during the shutdown (including production ramp-down and start-up) and clearly identifies the critical path job(s) ■ Post shutdown review, covering: – Safety performance (including permits, isolations, and incidents) – Cost performance versus budget (for high cost jobs) – Planning quality – Schedule compliance/completion – Supply/logistics performance ■ ■



6 Performance Assessment and Measurement 6.1 Delay and Loss Accounting An information capture and measurement system should be in place that records, codes, describes and allows the analysis of process and equipment delays and losses.

6.2 Understanding and Communication of Measures Definitions and methods of calculating the measures are formalized, communicated and well understood. Measures are published and reviewed by maintenance, production and other teams to ensure accuracy and correctness.

6.3 Key Performance Indicators (KPIs) The “Barrick Standard Maintenance Key Performance Indicators” (MEP-MS-0003) will be used as a minimum standard for reporting. Barrick standard maintenance KPIs are: Safety – TRIFR (Total Reportable Incident Frequency Rate) Planned Work % ■ PM Compliance % ■ Weekly Schedule Compliance % ■ Schedule Loading % ■ Availability % ■ Utilization % ■ Mean Time Between Failure (MTBF) ■ Maintenance Cost Variance % ■ ■

As and when required, additional key measures are identified, defined and used to monitor performance for the specific needs of the operation.



6.4 Maintenance Assessments On a periodic basis, sites will be assessed against the elements of the Maintenance Management System. The assessment team should comprise local, regional and corporate representatives. Assessment results will be used to: Identify good practices for sharing across Barrick Benchmark or establish baselines ■ Measure improvement ■ Define inputs into annual improvement plans ■ ■

Refer to the documents “Maintenance Management Standards Assessment Tool” (MEP-MS-0002) and “Conducting a Maintenance Assessment” (MEP-GN-0003). Sites should conduct their own self assessments in between formal assessments. Sites will be assessed according to the following categories taken from Barrick’s Non-Routine Spending and Capital Management Policy (June 2010). Site Category

Assessment Frequency

A Cortez, Goldstrike, Lagunas Norte, Pierina, Veladero, Zaldivar

Annual

B Kanowna, KCGM, Plutonic, Porgera

Annual

C Cowal, Granny Smith, Hemlo, Round Mountain, Turquoise Ridge D Bald Mountain, Darlot, Eskay, Golden Sunlight, Lawlers, Marigold, Ruby Hill, Storm

Every two years As required

*Sites in Africa as required



7 Reliability 7.1 Reliability Improvement Reliability specialists should be appointed as determined by organizational requirements. The focus of their work should be to improve the overall performance of the business by: Identifying bottlenecks Optimizing plant OEE (Overall Equipment Effectiveness) ■ Using data analysis to identify improvement opportunities based on: – Production loss – High costs – Frequent breakdowns – Pareto of downtime drivers – Safety issues ■ Facilitating root cause analysis – refer to the document “Conducting a Root Cause Analysis” (MEP-GN-0006) ■ Optimizing inspection frequencies, methods and techniques ■ Improving operating practices ■ Recommending re-engineering requirements ■ ■

The reliability effort must: Be cross-functional and include maintenance, production, safety, supply and engineering personnel ■ Be led by a dedicated person with appropriate skills and training ■ Make use of reliable data sources, including: – Delay accounting systems – Work orders (CMMS) – Cost reports – Incident reports – Control system information e.g. DCS ■



7.2 Condition Monitoring Each site should have a defined condition-monitoring program. Typically, these programs would include the use of techniques such as: Thermography Vibration analysis ■ Oil analysis ■ Non-destructive Testing (NDT) ■ Ultrasonics ■ Performance monitoring ■ ■

Condition-monitoring strategies are part of the overall maintenance plan. They should be set up and managed in the CMMS. Equipment faults identified through condition monitoring must trigger follow-up work through the work management process.

7.3 Lubrication Each site should have a defined lubrication program that covers: Contamination control Lubricant cleanliness targets ■ Practices for storing, transferring and handling lubricants ■ A register of lubricant types and applications ■ Lubricant consumption monitoring ■ Collection and disposal of waste lubricants ■ ■

The lubrication program is reviewed regularly to rationalize lubricant types. The lubrication routines should be set up and managed in the CMMS.



7.4 Knowledge Sharing The Corporate Maintenance and Engineering Lead Team (MELT) will facilitate knowledge sharing by: Conducting regular MELT meetings with regional involvement Managing an intranet site for communicating standards, policies, guidance notes and good practices ■ Sharing findings and opportunities from maintenance assessments and other benchmarking exercises ■ Participating in Regional Maintenance and Engineering (RMELT) meetings ■ Encouraging regional leads to communicate directly with colleagues in other regions ■ ■

Regional maintenance leads will facilitate knowledge sharing by: Conducting regular RMELT meetings with site involvement Establishing user groups or forums to discuss and share good practices ■ Encouraging site personnel to communicate directly with their counterparts at other sites in the region ■ ■

Site maintenance leaders will facilitate knowledge sharing by: Ensuring that the right people participate in knowledge-sharing forums Sharing successes within the region ■ Actively seeking advice and knowledge from other sites ■ ■

7.5 Technical Documentation and Information A system should be implemented to ensure that technical manuals, site drawings and Standard Work Procedures are appropriately stored, reviewed and updated on a regular basis.



8 Cost Management 8.1 Maintenance Budgeting Maintenance budgets should be established in alignment with operational needs. As a minimum requirement, 80% of the budgeted costs should be established using a zero-based approach. Budgets will be developed in a standard format using the Xeras budgeting software package and in accordance with “Budgeting for Mine Maintenance” (MEP-MS-0007) and “Budgeting for Process Plant Management” (MEP-MS-0008).

8.2 Maintenance Cost Reporting Maintenance costs must be reported at a level which provides appropriate visibility to allow effective control. As a minimum, maintenance cost reporting should occur on a monthly basis and should include details of: Maintenance budget Maintenance spend ■ Variance analysis ■ Trends ■ Forecasts ■ ■



9 Supply Chain, Contractors and Infrastructure 9.1 Supply and Warehousing A process must exist to ensure that maintenance material requirements are identified, sourced, handled, delivered and stored in an efficient, cost-effective manner, consistent with equipment maintenance strategies. An inventory management strategy should be established in conjunction with the supply group and equipment suppliers. The strategy should cover: Spares held – defined by application of a critical spares review – “Spares Criticality Assessment” (MEP-GN-0010) ■ Min/max levels, spares/stock categorization (consumable, insurance, vendorheld, consignment, etc.) ■ In-stores storage and maintenance ■ Preferred suppliers and service providers ■ Use of shared inventory (between sites) ■

The use of uncontrolled satellite stores must be avoided. A monthly review meeting should be held with the supply group and should address issues such as: Stock outs Critical spares status ■ Incomplete/incorrect deliveries ■ Expedite status ■ Changes to maintenance plans ■ Review of direct purchases and potential stock additions ■ ■

9.2 Repairable Spares Each site should have an identified inventory of repairable spares. Guidance for repair or replace decisions based on economic and reliability requirements should be developed. The site or region will have established specifications for: Repair quality Inspection and testing requirements ■ Transportation, packaging, and storage ■ Warranty conditions ■ A register of approved vendors for spares overhaul ■ ■

Systems must be in place to allow tracking of the status and location of repairable components.



9.3 Contracting Maintenance Services Where necessary, maintenance services and functions may be carried out by contractors. Each site should develop a list of preferred, audited and prequalified service providers. Contractor safety and health will be managed in accordance with the Contractor Controls element of the Barrick Safety and Health Management System. Each site must have developed a contracting strategy (in the form of a formal document) that details: When and why contractors are used Prequalification and selection requirements ■ Tendering requirements ■ Work scope expectations ■ How contractors are to be supervised and managed ■ How information from contractor work is captured and recorded in Barrick systems ■ Communication protocols ■ Performance review requirements ■ ■

9.4 Workshops and Infrastructure Appropriate workshop and infrastructure facilities should be provided to allow the maintenance team to carry out their work in a safe and healthy environment. These facilities should be suitable for the type of work undertaken and the expected life of the operation. All fuel and lubricant storage facilities and dispensing systems will conform to the “Hydrocarbon Management Standard” (MEP-MS-0006).

9.5 Tools and Equipment Appropriate tools and equipment shall be made available to carry out maintenance tasks. Systems should be in place to control, maintain and ensure the security and integrity of tools and equipment.



Element 1 Leadership

Element 2 People and Organization

Element 3 Annual Improvement Plans

Element 4 Equipment Maintenance Strategies

Element

• Equipment Criticality • Equipment Maintenance Strategy • Statutory and Regulatory Requirements • Critical Asset Condition Assessment

• Corporate Maintenance Business Plan • Regional Maintenance Business Plan • Site Maintenance Business Plan

• Recruitment • Maintenance Competencies • Training and Development • Maintenance Team Organization • Performance, Reward and Recognition • Position Descriptions, Roles and Responsibilities

• Maintenance Function and Purpose • Leadership Behaviors • Management of Change

Components

• MEP-GN-0001 Equipment Criticality Assessment • MEP-GN-0007 Developing and Documenting Maintenance Strategies • MEP-MS-0004 Grinding Mill Inspection and Integrity • MEP-MS-0005 Fire Fighting Systems for Mobile Mining Equipment • MEP-MS-0012 Inspection and Repair of Storage Tanks • MEP-MS-0013 Lifting Equipment • MEP-MS-0014 Drum Hoist and Shaft Facilities – Minimum Requirements • MEP-MS-0015 Tire Management • MEP-MS-0016 Structural Integrity • MEP-MS-0017 Electrical Safety Standards

• MEP-GN-0004 Developing a Maintenance Business Plan

• MEP-GN-0009 Core Competencies for Asset Management • CD1 and CD2 EIT Programs (HR)

• MEP-PO-0001 Asset Management Policy • Maintenance and Engineering Lead Team • Barrick Leadership Competencies (HR) • Management of Change (Safety and Health) • Courageous Leadership Program (Safetry and Health)

Related Policies/Standards/Guidance Notes

BARRICK MAINTENANCE MANAGEMENT SYSTEM

Element 9 Supply Chain, Contractors and Infrastructure

Element 7 Reliability

Element 6 Performance Assessment and Measurement

Element 8 Cost Management

Element 5 Work Management

• Supply and Warehousing • Repairable Spares • Contracting Maintenance Services • Workshops and Infrastructure • Tools and Equipment

• Maintenance Budgeting • Maintenance Cost Reporting

• Reliability Improvement • Condition Monitoring • Lubrication • Knowledge Sharing • Technical Documentation and Information

• Delay and Loss Accounting • Understanding and Communication of Measures • Key Performance Indicators (KPIs) • Maintenance Assessments

• The Work Management Process • Oracle • Identification of Work • Planning • Scheduling • Execution • Completion • Review • Shutdown Management

• MEP-GN-0011 Inventory Management for Maintenance Spares • MEP-GN-0010 Spares Criticality Assessment • MEP-GN-0012 Rotable Spares Management • Contractor Management Guidelines (Safety and Health)

• MEP-MS-0007 Budgeting for Mine Maintenance • MEP-MS-0008 Budgeting for Process Plant Maintenance • MEP-TM-0002 ZBB for Mine Maintenance Training Materials • MEP-TM-0003 ZBB for Process Plant Maintenance Training Materials • MEP-TM-0004 S3 Xeras Model for Mine Maintenance • MEP-TM-0005 S3 Xeras Model for Process Plant Maintenance • MEP-GN-0016 Cost Reporting for Maintenance • MEP-GN-0012 Life Cycle Costing

• MEP-MS-0006 Hydrocarbon Management • MEP-TM-0001 Hydrocarbon Management Training Materials • MEP-GN-0008 Establishing a Condition Monitoring Program • MEP-GN-0006 Conducting Root Cause Analysis

• MEP-MS-0003 Barrick Maintenance Key Performance Indicators • MEP-MS-0002 Maintenance Management Standards Assessment Tool • MEP-GN-0003 Conducting a Maintenance Assessment • MEP-GN-0013 Downtime Capture and Classification • Non-Routine Spending and Capital Management Policy (Finance)

• MEP-MS-0009 Barrick Maintenance Business Processes • MEP-MS-0010 Maintenance WIP Account Set Up • MEP-MS-0011 Oracle eAM Taxonomy • MEP-GN-0018 Maintenance Basics - Process Overview • MEP-GN-0005 Developing Standard Job Plans • MEP-GN-0002 Shutdown Management

For more information about standards, guidelines and resources, visit the Maintenance section of Operations Support on Barrick Central intranet. MEP-MS-0001/February 2011

Barrick Maintenance Management System - English

Recommend Documents