Professional Documents
Culture Documents
24 October 2008
Greenfield Guidebook GREENFIELD GUIDEBOOK
https://catminer.cat.com/greenfield
visit annually to download
the most recent version
INTRODUCTION
Developing a proposal for a greenfield mine site is a complex process.
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13 SAFETY PLAN
30
MONTHS Dealer Forms Project Team
24 Dealer meetings with customer Application decisions and Regulation and Equipment Service Create Repair
MONTHS to gather requirements service requirements Product Design and Support Needs FPO Completed Strategy-REMAN, Rebuild
0
MONTH MACHINES ARRIVE — When does the customer need the machines to be assembled & commissioned?
The development of a solid customer relationship prior to the Aside from the obvious need to build trust, what else is important?
purchasing event is a critical success factor. In fact, it may be the
most important element of success. 1. Define and prioritize
expectations.
Large greenfield projects do not happen overnight. Mining
companies will often do exploration for years prior to taking the What does the customer want the dealer
project to a feasibility and developmental phase. It is during the to do? What level of involvement and risk
feasibility phase that the dealer will typically become more deeply sharing is the customer comfortable with?
involved. This allows the dealer to provide the customer with The dealer may think that by performing
product technical data, product support alternatives, capital and all maintenance he is removing responsibility
operating costing information, and other information appropriate from the customer. While this may be
to the project. This also allows the dealer to begin building the true, it also creates additional risk for the
relationship before the customer formally goes out to the industry customer, who must trust that the dealer
to tender bids. will follow through.
The mobile equipment needs may be simulated based on the • CAES is used on loading tools, dozers and other auxiliary
application parameters given. Tools such as FPC (Fleet Production equipment to increase ore recovery and maximize productivity
and Cost Analysis) and DOZSIM (dozer simulation software
program) are able to predict productivity and can advise on: How • MineStar FleetCommander is a comprehensive mine
many machines are needed; when they are needed; and how they monitoring and control system that tracks assets, maximizes
should be configured. These tools can also determine the range of machine utilization, and improves productivity and
support equipment needed to support the fleet and general ore recovery
operations. The team should determine if the models in question
• MineStar Health provides actionable information about the
are new to the dealership and how New Product Introduction (NPI)
condition of a fleet of mining equipment
is likely to affect the equipment chosen.
Consult Caterpillar Global Mining or the local Caterpillar office
Support and service needs will be clearer once the best estimates for
for more detailed information. The Mining Technology contacts
the following areas are established:
can be found in Catminer on the Mining Technology page.
• Fleet makeup (new, used, non-Caterpillar)
• Quantity
• Hours required Additional Resources
• Catminer Mining Technology
• Local labor situation
https://catminer.cat.com/cda/layout?m=182822&x=7
• Customer preferences
• Third-party contractor needs
While the sales strategy may dictate a particular plan for support, it
is helpful to model a Site Assessment from the basic application and
fleet requirements. A Site Assessment provides a comprehensive
checklist of services that can be offered or supported in the proposal.
At the very least, it will provide a list of items to be discussed with
the customer in the early stages.
Depending on the customer's timing and mine plan, they may not
be able to commit within the time frame needed to meet the dealer’s
ability to secure equipment delivery and therefore production
requirements. Pioneering and site preparation work will likely
require a different spread of equipment and potentially several
contractors with varying needs of their own.
The team should consult the local Caterpillar district office and/or FINANCING AND CREDIT
Cat Global Mining to ensure that machine performance will not be Understand where and how the mine is securing capital and how
affected by non-Caterpillar additions. Dealers who have experience approvals are likely to flow. The same information is needed for any
with a particular attachment can also be contacted. In general, contractors who will have equipment/support needs. The dealer’s
machine structures and machine control systems should not be finance department must understand who the customer and the
modified without consulting Caterpillar. partners are and how to handle invoicing and credit parameters,
currencies, etc. Customer-specific financial parameters will need to
Environmental regulations, such as how hazardous materials (oil, be included in the deal strategy. If the customer is new to the
batteries, coolant, etc.) must be disposed of, differ widely by country, territory, contact others who have dealt with them on major projects
region and even site. Check local regulations. in the past.
Customer It is advisable to always contact Cat Financial early on a new project
Review Customer with Caterpillar. Do they have an Alliance with because they may be able to play a role in the deal strategy in support
Caterpillar? Do they have a purchasing pattern with Caterpillar? Do of the dealership or in certain aspects of the mine's financial needs.
they have a cultural preference for Mechanical or Electric Drive? Have
they worked successfully with other Dealers? Cat Financial can also play a role in the initial capital raising for a
site through project finance.
Also, investigate the customer needs outside of mining. Do they need
power on site, will there be dedicated rail on site, what other segments Cat World Trade may also be able to assist with the financial side
of the Dealership and Caterpillar need to be coordinated for this tender. of the transaction.
• Office https://catminer.cat.com/cda/layout?m=1776&x=7
• Housing, Mess, Commissary, Recreation • "Ideal" Sequence of Steps to Plan a New Facility
https://productsupportglobalcontent.cat.com/cda/components/fullArticle?m=19948
The location of shops (main, tire, fabrication, support equipment, &x=7&id=781681
light duty, machine washing, etc.) and assembly areas must be • Facility design services available
considered and may be impacted by mine expansion and machine/ https://catminer.cat.com/cda/components/fullArticle?m=1776&x=7&id=81570
fleet size increases.
https://catminer.cat.com/cda/layout?m=102048&x=7
These decisions would be affected by:
• Component replacement volume for territory (long term)
• Component inventory volume/turnover
(repair/rebuild urgency)
• Site volume/life EQUIPMENT AND TOOLING
• Site component needs vs. REMAN production Using appropriate and properly maintained equipment and tooling
• Site (country) REMAN import laws/difficulty helps ensure safety, efficiency and reliability of repairs and services.
» Check if customs and tax regulations will allow the Mine sites require significant remote management of equipment
re-exportation of core material and tooling which may require a more robust management system
• Dealer location and transportation logistics than traditionally employed.
(to site and parts depot)
• Dealer labor/skill availability Should include:
• Dealer technician development strategy • What special tooling is required for assembly and service
• Dealer capital availability • How the site will stay current on tool offerings
• Dealer rebuild vs. REMAN incremental profit • How tooling will be stored, inventoried and handled on-site
• Caterpillar incentives • How replacement tooling will be ordered
» Core seeding • How tooling for new machine model arrivals will be handled
» Investment loans • Who will own the tooling
» Warranty/policy commitments • Who will be responsible for tooling inspections and repairs
(for example, overhead and jib cranes)
Should include the following: • How tooling will be “checked out” and returned
• Recommended parts stocking (on-site and off-site)
• Shipping plans for inbound parts/outbound cores • How lost, missing, or broken tooling will be replaced
• Local warehousing • Number of: Diagnostic laptops, Electronic Technicians
• Importation routines and VIMS PCs, and other licensed electronic diagnostic
» Duties payable on parts software needed
» Will the mine operators be eligible for any special
tax considerations? Tool Watch (tooling inventory program) is recommended.
• Emergency shipping
• Restocking process Additional Resources
• Parts returns to Caterpillar • Tool Watch
24 MG .15 to .20
The Safety Plan should consider resource, equipment, facility and • Resources and Training
regulatory requirements to ensure safe operations before start-up. » Safety Manager
It will all impact the investment, staffing, and timeline of the overall » Safety Committee/Action Team
project. The plan evolves into an ongoing program, which in turn » Safety Certification
evolves into a core value to the business. » Safety Reporting and Tracking System
Metrics and Reports (integrated with mining
Up-front communication and planning is needed between the customers)
dealer and customer to ensure the participation of key personnel in » Safety Training
the program » Safe Job Procedures
» Off-Site Safety (driving, health, local issues, etc.)
The Safety Plan includes, but is not limited to:
» Equipment Plan
• Facilities and Equipment » Mining Machine Safety
» Appropriate ergonomic devices and tooling » Operator Safety Training
» First aid and medical treatment areas (e.g., eye-wash » Task Training
stations) » Hazard Training
» Fire and rescue equipment (ambulances, personnel » Proper walkthrough procedures to work on
carriers, fire and rescue vehicles) the equipment
» Access to life flight
» Abatement (sprinkler system, alarm systems, etc.)
» Personal protective equipment Additional Resources
• http://safety.cat.com/cda/layout?m=128061&x=7
• Regulations
» Adherence to safety, environmental and regulatory
• Catminer Safety Home Page
https://catminer.cat.com/cda/layout?m=195964&x=7
requirements are specific to regions of the world and to
• List of over 250 PowerPoint presentations on safety information, listed A-Z
local ordinances http://siri.uvm.edu/ppt/powerpt.html
» Contact the Caterpillar International Standards and • The Environment/Regulatory Links section features direct links to organizations
Regulations Group that discuss environmental and regulatory issues with a global perspective. Links
are listed by country.
https://catminer.cat.com/cda/layout?m=197561&x=7
• Contact the Caterpillar International Standards and Regulations Group
http://tsd.cat.com/etsd/index.cfm?fuseaction=view.tech&tech_id=8475
• Parts Only
MAINTENANCE AND REPAIR » Dealer provides major components and parts for
CONTRACTS (MARCs) running repairs while customer performs preventive
As it relates to Maintenance and Repair, maintenance and remove and installs
there are three types of customers:
1. Do it all for me The CSA Toolkit suite of software tools is approved by Caterpillar
» Dealer is hired to perform bumper-to-bumper service for developing rates and managing MARCs. It is a comprehensive,
2. Work with me end-to-end solution that represents a "win/win" situation for dealers
» Dealer provides counsel and expertise and customers. Solutions that not only increase customer satisfaction
3. Do it myself but also reduce exposure to risk for both parties. The CSA Toolkit
» Customer mobilizes staff, tooling, etc. to perform their consists of three PC applications: Builder, Calculator, and Analyzer.
own maintenance
• Builder customizes repair options based on the dealer labor
Each customer will, through due diligence, review the hour rates, parts prices, and other miscellaneous costs.
environmental conditions that must be overcome to perform
• Calculator uses the data from Builder to determine projected
equipment maintenance and repairs for a greenfield site. Each
costs of various repair options over a specific period of time.
will also have different requirements based on what they can
Dealers can customize contracts by including or deleting
currently do for themselves or are willing to invest in to keep
services, changing labor responsibilities, or incorporating
a service in-house.
inflation and other financial factors into multi-year contracts.
The customer will approach the local Caterpillar dealer for the pieces
• Analyzer sets a target budget
of the business that need to be supported (i.e. parts availability).
for the life of the contract ANALYZER
The dealer will need to evaluate the customer’s request and determine
prepared by Calculator. As
what support can be provided as well as the cost to deliver the
actual data accumulates
support. The other aspect of this evaluation is a non-current
against the contract, Analyzer
capability. If the customer requires a service the dealer does
can import the actual data to
not perform, the dealer will need to determine whether the BUILDER CALCULATOR
The Maintenance and Repair Management Plan is a collection An Effective Maintenance and Repair Strategy includes element such as:
of short, medium and long-term activities that ensure the • Preventive Maintenance
accomplishment of key performance indicators (KPIs) • Condition Monitoring
established as goals for the machine or engine or fleet. The • Backlog Management
accomplishment of the goals requires constant validation and • Planning and Scheduling
adjustment of these activities or sub-processes to maintain them • Repair Management
on target and to effectively support the changes in the application • Parts Management
of the equipment. • Component Management
• Human Resources/Training
The Maintenance and Repair Management processes outlined below
• Performance Evaluation Management
will enable service and maintenance management and technicians
• Continuous Improvement
to effectively and efficiently perform their roles and responsibilities.
These roles and responsibilities must be defined and documented, Note: All of the above processes and activities should be documented in
and will depend on the type of customer: the Maintenance Strategy Reference (MSR).
Additional Resources
Do it all for me. • M & R Best Practices
https://catminer.cat.com/cda/layout?m=186641&x=7
Dealer is hired to perform bumper-to-
bumper service.
PREVENTIVE MAINTENANCE
Preventive Maintenance is defined as: High frequency, fixed-interval,
planned activities, including well-defined service routines, proactive
defect detection and repair execution that support the goals of
equipment reliability and availability. Effective, efficient and timely
Work with me. PM execution is a core strength of any successful mining operation.
Dealer provides counsel and expertise.
Field data analysis has shown the average downtime for
unplanned/unscheduled work is up to eight times greater than the
downtime for planned/scheduled activity. The Planning and
Scheduling department should track and manage the percentage of
work that is planned and scheduled through the use of coded work
orders or coded downtime hours.
Do it myself. Service Accuracy:
Customer mobilizes staff, tooling, etc. Determine how the preventive maintenance (PM) processes will be
to perform own maintenance. developed and implemented on site. Through effective planning and
scheduling, preventive maintenance (including lubrication services)
should be the highest cause of machine or engine downtime due to its
repetitive and consistent nature. Service Accuracy is a statistical
calculation that predicts the probability that the next PM service will
occur, and is used to measure PM performance.
© 2006-08 Caterpillar. All rights reserved.
Unauthorized use strictly prohibited.
GREENFIELD GUIDEBOOK
MAINTENANCE AND REPAIR MANAGEMENT PLAN
15
Caterpillar: Confidential Yellow
FLUID DATA
ANALYSIS ANALYSIS
OPERATOR
INSPECTION
PRE-PM APPLICATION
INSPECTION REVIEW / ANALYSIS
WALK AROUND
INSPECTION
DURING PM SPECIALIZED MACHINE / ENGINE
INSPECTION MONITORING ELECTRONIC DATA
MACHINE APPLICATION SITE CONDITION
MONITORING MONITORING OBSERVATIONS
END OF PM SEVERITY
INSPECTION ANALYSIS
OPERATIONAL
OBSERVATION
PERFORMANCE OPERATIONS
TESTS DATA
PERIODIC FIELD
INSPECTION CONDITION
MONITORING
An effective backlog system is managed through the Planning and The planning and scheduling roles and responsibilities between the
Scheduling department and includes activities in four major areas: organizations must be defined and documented because the efficient
• Prioritization: Establishing repair priorities based upon the use of downtime is directly linked to the effectiveness and
likelihood of failure or shutdown should the repair be thoroughness of repair planning and subsequent scheduling. The
deferred to a “window of opportunity” Planning and Scheduling Department supports the entire
• Scheduling: Finding the right “window of opportunity” maintenance organization with specialized analysis of key performance
and keeping the amount of pending backlogs at a indicators (KPIs) or metrics and recommends the course of action(s),
manageable level which are then transformed into repair plans and schedules. This
• Estimating downtime and labor requirements
process of “maintenance engineering” should be a distinct person(s) or
group within the Planning and Scheduling department as
• Allocating parts according to the urgency
documented in the Maintenance Strategy Reference (MSR).
defined/documented
Dedicated parts backlog storage area/bins for each machine The Planning and Scheduling Department is the central resource
located in, and managed by, the Parts Department. for information as well as assisting and ensuring the smooth
performance of all processes and professionals within the system.
The factors that affect component costs are parts, labor and
component lives. The major factors that affect component lives are
design, maintenance and application. Refer to “The Impact of
Application on Component Life and Costs” presentation in the
Additional Resources box. The chart below illustrates how
application impacts component lives. Note the significant impact
of haul road resistance and grade on component lives.
https://catminer.cat.com/cda/layout?m=3590&x=7
It is suggested the Condition Monitoring Specialist(s) manage the • Application Awareness
on-site contamination control process. https://catminer.cat.com/cda/layout?m=122595&x=7
Considerations: • The Impact of Application on Component Life and Costs (ppt)
Contamination Control processes https://catminer.cat.com/cda/files/319238/7
• Establish a Contamination Control plan that include metrics • Caterpillar Large Off-Highway Truck Overload Policy (pdf)
https://catminer.cat.com/cda/files/22501/7/Truck%20Overload%20Policy.pdf
» Who will be responsible for establishing and
• Reman
monitoring the various aspects of the plan https://catminer.cat.com/cda/layout?m=122530&x=7
» Consider performance cleanliness targets for machine • Engine Management Guide—Caterpillar media number PEDP7028-01 (pdf)
system/compartment, shop and field and repair, and https://catminer.cat.com/cda/files/223829/7
bulk fluid supply and storage • Transmission Maintenance Guide—Caterpillar media number
• Machine compartment fluid targets PEGJ0039 (pdf)
https://catminer.cat.com/cda/components/secured
» Who will be responsible for maintaining machine
File/displaySecuredFileServletJSP?fileId=703879&languageId=7
compartment fluid cleanliness • Hydraulic System Management Guide—Caterpillar media number
» How and when samples will be taken, how results will PEGP6028-04 (pdf)
be interpreted and how intervention will be determined https://catminer.cat.com/cda/files/223883/7/PEGP6028-05.pdf
» Best practices are available to assist with managing fluid • Bearing Maintenance Management Guide—Caterpillar media number
PEGJ0037 (pdf)
cleanliness targets
https://catminer.cat.com/cda/files/286023/7
» Set a Contamination Control goal (e.g., 3 Star) ServletJSP?fileId=286023&languageId=7
• Shop and field repair • Defending Undercarriage Business
» How the recommended practices for Contamination https://catminer.cat.com/cda/layout?m=50081&x=7
Control will be integrated into the shop and into • Undercarriage Maintenance Guide—Caterpillar media number
maintenance and repair processes PEGP5027-02 (pdf)
https://catminer.cat.com/cda/files/12147/7
• Bulk fluid storage, filtration and analysis
» How bulk fluid is going to be delivered, handled, and
stored on site
» Filtration requirements for the bulk tanks
» Filtration requirements for the shop
» How and when samples and particle counts are taken,
analyzed, and acted upon and how intervention will
be determined
Training is an important function that supports the organization with The Operator and Technician Training Plan should be developed
specialized guidelines and knowledge of the different areas and for multiple reasons:
phases of the site operation.
3. Identify training staff required. Estimate the number of service training meeting guides to develop their
operators. Define the number of training instructors required training packages.
• Service Training Classes. CAT Service Training is used to
to deliver the needed training in an acceptable time frame.
train dealer instructors on proper maintenance and repair.
4. Identify available training. Identify available training courses Training classes need to provide training on engines,
and materials needed. powertrain, electrical and electronic systems, hydraulic
5. Identify gaps in available training. Identify and cost needed systems, VIMS, CMS, contamination control, leak detection,
training courses and materials not currently available. Work welding, joints, fluids and levels, safety, hoses and harnesses
with marketing profit center and Marketing Product Support and clipping.
Division (MPSD) to ensure that needed resources are 7. Additional resources for technician training.
developed and provided in a timely manner to support
fleet mobilization. 8. Dealer training classes for technicians. Dealer instructors
should periodically assess the skill levels of technicians. Refer
6. Identify the training required for dealer operator instructors. to Skills Assessment.
Training should include the operation and maintenance
manual, inspections, safety, braking, VIMS category 1, 2, 3
events, alarms, lights and how to read and use the message Additional Resources
• Product Support Training
center and all specific equipment operating systems.
https://catminer.cat.com/cda/layout?m=122636&x=7
• CAT Equipment Training Solutions Group offers training
• Global Service Learning and Performance
to Dealer operators, Level I, Level II, Level III and can https://productsupportglobalcontent.cat.com/cda/layout?m=120203&x=7
include; Caterpillar operator certifications, site visits and • Immersive Technologies
specialized performance training. http://www.immersivetechnologies.com/
• Advanced training for dealer operator instructors includes:
Caterpillar Certified Dealer Instructor Training Course.
7. Additional resources
• Contact the Cat Global Mining Account Manager
for information on machine simulators if needed.
Warranty and Goodwill administration can often lead to confusion Additional Resources
between customer, dealers, and Caterpillar. To avoid -Marketing Profit Center sites
• NACD
misunderstandings down the road, it is recommended that a https://nacd.cat.com/infocast/frames/psfulfill/warranty/
Warranty and Goodwill Management Plan be created prior to, • LACD
and discussed at the time of the proposal. https://lacd.cat.com/cda/layout?m=27700&x=7
• EAME
A Warranty and Goodwill Management Plan should document:
https://eame.cat.com/cda/layout?m=10860&x=7
• Warranty and Goodwill • APD
• Storage of warranty parts https://apdnet.cat.com/cda/layout?m=47881&x=7
• A communication plan to the customer
• Failure analysis processes Contact the local Caterpillar district office for training, information on training
and questions.
The following is not intended to replace the content of the warranty
statements or goodwill handbook.
Document the following (not all-inclusive): Document the following (not all-inclusive):
• Have roles and responsibilities been established? • Where and how parts will be stored for warranty returns
• Has training been provided? • Warranty return and core return processes
• Is the administration and processing of Caterpillar warranty
and goodwill understood? Additional Resources
• NACD
• Have warranty procedures been outlined?
https://nacd.cat.com/infocast/frames/psfulfill/warranty/bul/sec11/
• Who will make goodwill decisions?
• Do those responsible understand the philosophy of goodwill?
• LACD
https://lacd.cat.com/cda/files/101056/7/1.04.pdf
• Have they been provided training?
• EAME
• Have reasons for using goodwill been documented?
https://eame.cat.com/cda/files/295558/7/ge109_a_bulletin_partsstorate+disposition.pdf
• Has the procedure to submit goodwill claims within the
• APD
warranty support plan been documented? https://apdnet.cat.com/cda/layout?m=10120&x=7, tab 11
Facts are then interpreted to identify events and the events are
put in logical sequence on a timeline, which then leads to the
root cause.