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Главная » Making Continuous Improvements and Increasing Industrial Efficiency is Nowadays a Common Work of Company’s Staff
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Making Continuous Improvements and Increasing Industrial Efficiency is Nowadays a Common Work of Company’s Staff

TheProject Team has done an interesting and useful work in conjunction with branches’ production teams as part of the project to improve efficiency and optimize production processes launched early in the year at JSC “AK Altynalmas”. It solved one of the major challenges faced by project’s Working Group on the analysis of capacity balancing, i.e. it increased productivity of the Main Shaft. In this direction we have implemented the following initiatives on the site of Akbakay branch:


  • Reduced time of shift change and airing from 60 to 45 minutes followed by an increase in available time of the Main Shaft and saving of working hours.
  • The commissioning of an underground gas station led to reduced refueling time of underground equipment and fuel costs as well as to increased available time of equipment and plant capacity factor.
  • Reorganizing lowering and lifting of engineering and technical staff gave an increase in available time of the Main shaft by 1.30 minutes by descending engineers and technicians through EPM (exploring and producing mine).
  • Increased volume of ore output by connecting Cage 2 to EPM-1 for ore and organizing output of ore only through the Main Shaft.
  • Mechanically operated pusher put into operation for pushing full trolleys into Main Shaft’s cage. It is estimated to achieve up to 970 tonnes per day by reducing operating time for loading and unloading of trolleys through the shaft up to 5 minutes in a cycle.


Project Team experts have applied the following “lean manufacturing” tools in order to achieve effects - capacity balancing, time-keeping, the map of concurrent processes which identified “bottlenecks” of technological cycle, the loss as well as developed actions and solutions to address them.

The directions for analysis and optimization of machinery and equipment repair were selected based on the evaluation of main items of equipment maintenance costs and use of Pareto diagram. This in its turn helped identify the main breakdown causes. In this regard the Working Group has developed standard operating procedures for DM (daily maintenace) taking into consideration manufacturers’ recommendations and analyzing breakdown statistics for each piece of equipment. Currently, each equipment and machinery operator gets chance to consult the handy illustrated leaflets on daily maintenance.

The undertaken actions in arranging the work of underground equipment maintenance service as per the goals set have increased plant capacity factor and off-the-shelf equipment coefficient.

The basic effects and actions in this direction are as follows:

  • an increase of useful worked hours (moto hours) on average for a month for trucks was 35.9%, drilling rigs - 12.7%, loaders - 27.5% with the volume of rock mass output in 2016 on average - 17 249 cubic meters compared to initial period - 15 993 m3, a 7.8% growth.  
  • reduction of downtime to repair entire fleet of underground equipment - on average for month was 12.1%;
  • implementing regulations for DM throughout the entire equipment fleet, monitoring of downtime and optimum utilization of equipment and machinery and increasing the responsibility and separation of zones for operational maintenance and repair service.

The MIFA map designed by the Project Team allowed visualizing the stages of procurement process and developing solutions to reduce the duration of procurement process. An ABC-analysis and MIN-MAX principles have been applied to determine the optimal inventory levels in warehouses and bring into line with consumption, categorizing the purchase volumes and evaluating the economic feasibility of increasing the frequency of and decrease the size of supply.

The fundamental work has been performed on arranging it from the bottom up:

  • arranging data on normable and non-normable materials - ABC categorization;
  • the method of calculation and MIN-MAX terms of reference for normable materials used in production has been developed;
  • the basis of the directory with the technical specifications has been formed for further procurement development and planning in accordance with the specified requirements at the system level;
  • regulatory passports throughout the entire machinery and equipment fleet (9 books) have been prepared and approved with a breakdown into each machinery and types of machinery and equipment, consumption of spare parts by machinery and equipment;
  • Terms of Reference have been implemented for arranging maintenance process;
  • the issues of non-liquid assets has been addressed and the analysis of stocks in the warehouses have been undertaken;
  • the work on scheduled maintenance of GEP (gold extraction plant) and land  machinery and equipment has been arranged;
  • regulations for machinery and equipment and critical spares to ensure the availability in the warehouses broken down into stock categories.

The work on the excess inventories (optimization and study of their nature) has been performed and measures to reduce and optimize as well as adjust the categories of goods and materials have been implemented.

The Competence Center’s members have strongly contributed to achieving the common goal as well. Each suggestion initiated on the project has been reviewed and thoroughly studied before making a decision to implement, from the perspective of both projected economic impact and resource and time parameters.

The company's management board expressed its gratitude to the participants of the project and wished further success in optimization and rationalization of production.

“All effects achieved on the project are the results of teamwork by a wide range of professionals of manufacturing site and central office as well as of comprehensive support and assistance of company management in achieving project goals and overall success”, sums up Zhanara Amanzholova, Project Manager.

The monitoring plan on the project includes important tasks on developing regulations and procedures by directions to consolidate the effects until the end of the year. In addition, it is planned to carry out scheduled work on arranging interactions between production services and implement pilot KPI system.


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