BMA Goonyella Riverside Mine Innovations Nominationsmirmgate.com.au/.../2005/Innovations_booklet_GoonyellaRiverside.pdf · BMA Goonyella Riverside Mine Innovations Nominations

Goonyella Riverside Mine

Page 1May 2005 Goonyella Riverside Mine Moranbah, Qld. 4744

BMA Goonyella Riverside Mine

Innovations NominationsHSEC Contact Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Employee Health and Wellbeing Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Integrated Management System. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Lightning Lock. . . 8

Gas Cylinder Trolley . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10



Team Name

Category

Contact Person

Title / Position

Telephone

Facsimile

Email

Summary/Overview of ProjectGoonyella Riverside Mine, for a considerable time, has utilised the Dupont system of Job Observations to assist in the identification and control of behavioural risk. This system had a major role in dramatically improving HSEC performance.

However, the DuPont system was limited in its ability to drive contact discussions around significant risks on site. It also required large numbers of resources to administer and re-sulting reporting abilities were limited.

The challenge was to develop a HSEC con-tact system which was easy to use, required minimal resources to administer, encour-aged discussions around significant risks on site and provided real time reporting on site risk thresholds.

Tony Peterson led the development and maintenance of the project. A working group consisting of superintendents and depart-mental safety coordinators assisted in the refining of the process.

HSEC

HSEC Contact Process Team

Health, Safety, Environment and Community

Tony Peterson, Ben Zietsman, Martin Grant

HSEC Manager

(07) 49404648

(07) 4940 4651

[email protected]

HSEC Contact Process

Supporting Material Diagrams/charts Photos DVD References/testimonials

The HSEC team now administer the project and provides resources to the site an ongo-ing basis.

HSEC Contacts Forms

Goonyella Riverside

Zero Harm - Our Goal

Ben ZietsmanSSE Goonyella Riverside



1. Describe the achievements, outcomes and impacts of the project:

Prior to the development of the current pro-cess, approximately 70 contacts were being carried out by the professional staff per month. The sites CIFR was on average 8. The site now carries out over 1000 contacts per month the majority of contacts being done by the op-erational staff. The sites CIFR is now running at below 4. A defined correlation exists be-tween numbers of safety contacts and CIFR. The ability to examine risk profiles across the site in real time allows the development of risk reduction strategies in a timely manner.

2. Describe the level of resourcefulness and innovation used in the project:

Various technologies such as scanning soft-ware and the development of a database for storage and integration of the data were com-bined to ensure a seamless product that could be made available to all personnel via the Goonyella Riverside intranet site.

3. Describe the difficulty of the challenges ad-dressed:

The site had a culture based around the origi-nal Dupont system that provides little direction to carrying out a HSEC Contact. It is taking some time to alter this culture. The direction provided by management, however, is assist-ing in this process.

Breaking the barrier to ensure that an employ-ee feels comfortable discussing their behav-iours and work patterns with other employees is proving to be most the difficult obstacle. With the clear understanding of the number of KPI’s associated with the number of HSEC contacts required to be undertaken, a new culture is be-ing created. With better understanding of the long-term benefits and advantages of the sys-tem, employees should soon participate more enthusiastically.

4. Describe the relevance of the project to the BHP Billiton Charter and Working Respon-sibly: BHP Billiton’s Health, Safety, Envi-ronment and Community Policy:

The project aligns with the BHP Billiton core values. The projects primary focus was the re-duction and management of risk through the promotion of safe behaviour observations and the development of leading indicators that can be integrated into proactive risk control mea-sures.

5. Describe whether this project can be ap-plied to other locations or situations . Is the project best practice in its field? Is it sus-tainable?

Due to the component nature, the program can be transferred very easily to other sites. This has occurred already with at least one other site using the system in its entirety.

6. Describe the effectiveness of the project i.e. compare benefits to costs involved: (This section can be qualitative for company projects):

The project cost $40 000 to develop and to im-plement. The HSEC Contact process regularly identifies situations where unsafe behaviour may place them in a potential level 4 or level 5 situations. The benefits are clear.

Judging Criteria

E H M L AS

Guard in placeEmergency stopInterlockFail safe switchesWorking on moving parts

Is Guarding on Rotating Equipment required?

GOONYELLA RIVERSIDE - HSEC CONTACTS FORM

0 1 2 3 4 5 6 7 8 9

0 1 2 3 4 5 6 7 8 9

1 2 3 4 5 >5

DAY

TEAM MEMBER 1

CONTACT TEAM

Write each team members payroll number on top of the bank of bubbles then colour in the bubbles to match the number one per line.

Colour in the circle provided like this

DATE

MO

NTH

200Y

0 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9

DURATION

NUMBER OF PEOPLE

<10 min10-15 min15-20 min25-30 min>30 min

DEPARTMENT

Mine OperationsMaintenanceCPP1CPP2Tech ServicesAdministrationContractorsSupplyBIO

ROLE

Boiler MakerElectricianStaffFitterOperatorTechnical assistantAuto electricianOther

TEAM MEMBER 2 TEAM MEMBER 3

TASKS OBSERVED

YES NO

E H M L AS

Authorisation / TrainingPre start checkLights onChock blocks available/in useOperate to conditionsImmobilised when parkedSeatbelts

Is Surface Mobile Equipment being operated?

YES NO

E H M L AS

Mine site licenceVehicle high visibilityPre-start checkMine traffic rulesFlag 3.4m & lights onSeatbelts

Are Light Vehicles being operated?

YES NO

E H M L AS

Personal locking devices usedProcedure known and understoodAll isolation points identifiedCorrect tag in useEquipment effectively isolatedStored energy source recognised

Is isolation required?YES NO

E H M L AS

AuthorisationTest tag in placeDrop zone in place

Is Lifting Equipment required?

YES NO

E H M L AS

MSDS sheet availableChemical approvedAdverse effects knownLabel intactLack of understanding of properties

Are Hazardous Materials being used?

YES NO

E H M L AS

Take 5JSEA

Are people adequately trained?

YES NO

E H M L AS

Suitable anchor pointPermitRisk assessmentPre use checksPost fall recovery planUse of suitable harnessCorrect use of harnessCorrect use of EWPsPotential for fall

Are people working at heights above 1.8m?

YES NO

E H M L AS

Head / FaceClothing / Hi-visibilityRespiratory protectionHandsFeetHearing protection

Is PPE required?YES NO

E H M L AS

Awkward working posturesHeavy loadsChemical exposureDehydrationAir quality

Are People’s Health at risk?

YES NO

E H M L AS

Trip hazardsSlip hazardsEnvironmental spillsCongestionOrderlinessTools & equipmentGeneral area

Are Housekeeping Standards acceptable?

YES NO

E H M L AS

Standards & proceduresReactions of peoplePositions of people

Any other issues of concern?

YES NO

LEGEND E = Extreme Risk H = High Risk M = Medium Risk L = Low Risk AS = All Safe

HAVE YOU SEEN ANY HAZARDS OR NEAR MISSES TODAY? Front page for scanning only



Team Name

Category

Contact Person

Title / Position

Telephone

Facsimile

Email

Summary/Overview of ProjectHealth and Hygiene is a service provided to all employees following the successful intro-duction of the Health and Hygiene Manage-ment Program. Goonyella Riverside mine have implemented a science based program to educate employees about the holistic ap-proach to health and wellness. The site is visited every three weeks by exercise physi-ologists who not only address employees with special needs but who also offer basic back care clinics designed to prevent the back problems of the future.

Gut busters addresses an aging workforce and results of over indulgence while Fit as a Fiddle caters those who have no real health problems but who need to maintain good health.

HSEC

Employee Health & Wellbeing Team

Health

Bronwyn Lane, Tony Peterson, Ben Zietsman

Occupational Health and Hygiene Co-ordinator

(07) 49404706

(07) 4940 4651

[email protected]

Employee Health and Wellbeing Project


Mental Health promotional brochures have been produced containing comprehensive descriptions and contact details of the ap-propriate providers. There is also a free fridge magnet included in the start up packs received by new employees. To date, 33% of employees have requested involvement of some level.

Duration of involvement in projectThis project has been operating for approxi-mately two years.





The free annual health and well being medical has saved lives by identifying potentially life-threatening illnesses. This is also conducted prior to commencement of the health pro-gram.

The health program has been extended to in-clude the community with Goonyella Riverside mine participating in sun screening programs, involving providers, in community events and activities. The OH program assesses envi-ronmental health issues ensuring the program maintains its holistic approach and is sustain-able in its development.


This innovative program considers not just ad-dressing health as an injury free workplace but also addresses health through the World Health Organization definition encompassing “ a state of complete physical well being and not merely the absence of disease and infirmary.” This program aims to pull the employment as-sistance program from under the carpet and provide an innovative approach to include psy-chological well being as well. It has proven to be an overwhelming success as demonstrated by attendance and referral rates of not only employees but their families as well.


The challenges involved:

• convincing employees of the importance of health and well being

• educating them in the holistic approach to health care

• incorporating resources and specialist care for a semi-remote community

• convincing the workforce that a happy and healthy state of mind will lead to a culture of safeness

• continually plant, propagate and harvest enthusiasm.


This project is relevant to the Charter.


This project can be applied to any other loca-tion. It is sustainable development for future generations.


N/A

Judging Criteria



Team Name

Category

Contact Person

Title / Position

Telephone

Facsimile

Email

Supervisor

Summary/Overview of ProjectThe Goonyella Riverside Integrated Manage-ment System provides a system to provide HSEC information to all people that require it, including internal and external stakehold-ers. The system is based upon AS4801 and ISO14001 specifications and uses an intranet system to deliver information to all interested parties. Some examples of infor-mation presented on the system include:

• induction training packages – self paced and competency based

• change management – automated pro-cesses generating reports and correc-tive actions for involved parties

• HSEC contacts – presenting all infor-mation in real time format to stakehold-ers to allow risk mineralisation strate-gies to be implemented

• environmental management informa-tion – linked directly to sites real time telemetry data and allowing monitoring and control of water flows across site

HSEC

• compliance matrices – presenting data as per requirements of various corpo-rate, legal and other requirements

• isolation matrices – allowing the opera-tors to visually determine isolation and safety requirements associated with tasks prior to commencement.

Duration of involvement in projectThe development and use of the Integrated Management System has taken one year to get the system up to its current level. The system will continue to be developed.

HSEC Department

Health, Safety, Environment and Community

Tony Peterson

HSEC Manager

(07) 49404648

(07) 4940 4651

[email protected]

Ben Zietsman

Integrated Management System






Goonyella Riverside Safety Management sys-tem had thirty years of layered history. Informa-tion was difficult to find which led to confusion and often frustration by the people who needed the information in a timely manner. The system was very much procedural based and relied on enormous numbers of inspections and audits. There were no links between safety, health and the environment. The implementation of the HSEC Integrated Management System has led to definable benefits. These include:

• development of leading HSEC indicators through the adoption of the HSEC Contacts process

• ability to construct a workable change man-agement process which has led to a mea-surable reduction of time loss across site

• development of a consistent approach to HSEC management across site

• ability to quickly re-evaluate HSEC pro-cedures and policies quickly and provide direction to their implementation through a defined process incorporated into the in-tranet environment.


The tools used within the system were devel-oped entirely on site using existing intranet and web technology. The tools were developed through workshopping processes on site to ensure stakeholder inclusion and ownership. Many of the applications combined several types of technology to provide a seamless de-livery solution.


Integration within the existing organisational IT structure is very fixed and limited the ability to develop and implement databases which pro-vide the basis for the operation of many of the support tools within the IMS.

It is now proving to be a challenge maintaining pace with sites requirements for improvements and additions to the system.


The system reinforces the behaviours and actions necessary for employees and work groups to remain within the guidelines as de-fined by the relevant BHP Billiton policies and procedures.


The IMS has the ability to drive consistency of HSEC applications across individual sites. The tools contained within the system can and have been effectively implemented at other sites. Goonyella Riverside is now working with other BMA sites to develop their intranet IMS facilities.


The benefits of the system are difficult to quan-tify. The quality, timeliness and efficiency of the presentation of HSEC information have been dramatically improved. Significant scope still exists for value adding to the project through continued development of the tools and even re-examination of many policies and proce-dures that make up Goonyella Riverside HSEC management system. Costs have been mini-mal. Training is now occurring to allow the site to develop its own resources and tools to add to the IMS. This will reduce the dependence on outside service providers.

Judging Criteria



Team Name

Category

Contact Person

Title / Position

Telephone

Facsimile

Email

Supervisor

Summary/Overview of ProjectThe new locking system replaces the exist-ing bolt and nut keeper arrangement on the dragline rigging. It eliminates the use of im-pact guns, air hoses, compressors and po-tential carpal tunnel.

This system generally eliminates the need for heavy manual equipment for the removal of bolts and nuts.

MAINTENANCE

Duration of involvement in projectMartin has been involved in the project for eight months and the team has been work-ing on developing a system to eliminate the keeper bolt arrangement for two years.

Lightning Lock Team

Safety

Martin Grant

Field Maintenance Superintendent

(07) 49404724

(07) 49404762

[email protected]

John Nicol-Dickson

Lightning Lock






The use of this keeper system has eliminated the use of impact guns that can potentially lead to people suffering from carpal tunnel. There has been a reduction in the time it takes to do the job and at the same time reducing the risks involved in the task. If at times the impact gun did not work then oxy cutting was involved as well as the use of sledgehammers etc to knock the bolts out.

It is now a case of looking at different applica-tions for this same sort of lock arrangement. A light vehicle can be used to go to a machine to carry out repairs as there is no need for a compressor and minimal tooling is required.


The project involved getting on of the rigging suppliers and several employees from the workshop looking at different ways of doing rigging work. One of the rigging supplier rep-resentatives came up with this type of locking mechanism. It was decided that we needed to have some of the locking mechanisms manu-factured and to trial them on the draglines. These draglines were currently working in one of our most rigging unfriendly pits.


One of the most difficult challenges was to come up with a system that was able to stand the rigours faced by dragline jewellery. These types of operation results in damage due to the high impact and high wear rates due to the abrasion and inclusion of dirt.


The project falls under the value of safety and environment and our commitment to it. It also falls under the win-win relationship in regards to working with one of our rigging suppliers who are currently applying for a patent on the lightning lock.

5. Describe whether this project can be ap-plied to other locations or situations. Is the project best practice in its field? Is it sus-tainable?

There is a belief that this type of system can be used in other applications. Any application that uses a bolt to retain a pin in place can use this type of system. Each other application that is identified would need to be assessed and a full risk assessment done. One area that we are going to look at is in replacing the existing bolts used in our dragline high voltage plugs with a smaller version of this lightning lock. Goonyella Riverside is currently fitting the type of lock to all our rigging configurations. Within the BMA group alone, we have 32 draglines to which this system can be applied. There would also be applications on dozers and scrapers where they require a bolt arrangement as pin retain-ers.


The cost of the lightning lock system is slightly more expensive but the lightning lock bolts can be reused several times as it is only the washers that require replacing when the lock mechanism is removed.

Judging Criteria



Team Name

Category

Contact Person

Title / Position

Telephone

Facsimile

Email

Supervisor

Summary/Overview of ProjectManual handling and lifting remains the most frequent injury mechanism within the Goonyella Riverside operations, with lifting of awkward and/or heavy items recognised as a key contributing factor to causing such injury.

Personnel in maintenance operations found the solution for them was the design, manu-facture and use of a trolley specifically de-veloped to alleviate the need to manually lift and manoeuvre heavy welding gas cyl-inders.

This specially designed trolley allows the cylinders to be safely removed and inserted into the job hand-trolley. The new innovation is pictured below:

COAL PREPARATION PLANT

CPP1 Maintenance Team

Safety

Ray Campbell

Fitter

(07) 49404250

(07) 4940 4239

[email protected]

Russel Daniels

Gas Cylinder Trolley



The Old Method - Improvement team member Nathaniel Lohmann demonstrates the removal and replacement of the oxygen cylinder from the trolley.

The necessary posture to handle the cylinder weight constitutes a significant manual han-dling risk. Cylinders weigh up to 60 kg and the mine site uses some 1200 cylinders per year!



1. Describe the achievements, outcomes and impacts of the project: (20%)

The task of changing out gas cylinders on the hand trolley occurs approximately 1200 times every year at Goonyella Riverside. This task had significant manual lifting and handling risks involved with the awkwardly shaped cylinders that can weigh up to sixty kilograms. Histori-cally, manual handling and lifting remains the most frequent injury mechanism within the Goonyella Riverside operation, with lifting of awkward and/or heavy items recognized as a key contributing factor to causing such an inju-ry. For the QLD mining industry alone this type of injury accounts for over 40% of all injuries.

The successes that have been achieved through the introduction of this innovation in-cludes:

• elimination of manual handling risks when exchanging the cylinders

• solution can be used in a range of cylinder sizes

• simple and portable and can be used any-where on and off site where gas cylinders need to be handled including larger storage compounds

• the design does not create any other risks or hazards.

The innovation has significantly reduced the impact of manual handling risks of the main-tenance personnel immediately involved with exchanging the cylinders but also other em-ployees such as stores or contractors person-nel that may be required to assist in replacing gas cylinders in the work area.

As shown by the mannequins, right, the amount of force (i.e. the agent causing the in-jury) required to lift the cylinder is now minimal due to the excellent leverage provided by the trolley handle design. Where as previously the full weight of the cylinder had to be moved and supported by a persons upper body and mus-culoskeletal system, over a distance of less than 300mm, the same weight (approx 60kg) is now entirely supported by the trolley, and held in balance requiring only minor application of force (equivalent to ~ 5 kg) over a distance of approximately 1400mm eliminating all lumbar stress.

Long leverage provided by the trolley enables the user to lift up and wheel any cylinder over any distance and over any terrain without risking a manual handling injury.

Clearly this innovation can also be introduced to any other worksite where gas cylinders are being handled.

This innovation was the recipient of 3rd place in the 2004 Blake Dawson Waldron Inside OHS Competition. It was featured in the Inside OHS magazine – Issue 36 December 16, 2004 – which is distributed worldwide.

Judging Criteria

The long handle and location of the centre of gravity above the trolleys axle provides ex-cellent balance and allows the user to sup-port and move the cylinder about, one-hand-ed if required.

Duration of involvement in projectThe idea was instigated approximately eigh-teen months ago with the team combining their skills to design and fabricate this inno-vation. The team are commended for their enthusiasm and ability to deliver an out-standing solution.



2. Describe the level of resourcefulness and innovation used in the project: (20%)

The manual handling effort required to exchange cylinders and the potential risks of sustaining low-er back injuries when carrying out this task was recognised and analysed by the three coal prep-aration maintenance workshop team members. These employees took the initiative to complete this investigation in their spare time and went above what would be considered part of their core responsibilities and should be commended for these actions.

They were resourceful and utilised scrap steel and spare parts in the workshop to create this innovative design. Many solutions were consid-ered by the team including the use of team lifting, the use of a crane, substituting with smaller gas cylinders and modifying the existing work trolleys until the final solution was found to best most ef-fective and efficient.

3. Describe the difficulty of the challenges ad-dressed: (15%)

The main challenge faced during this project was managing the changes that were involved and ensuring that no new hazards were introduced.

Finding the end solution was a challenging pro-cess to ensure that the required features could all be included. Other attempts to find a solution included the following:

• Team lifting is often used where the dimen-sion and weight of the item to be lifted is too large for a single person. In this instance, team lifting was not seen as a practical ap-proach as the cylinder could not be safely lifted or supported by two people due to its basic shape and the initial and final position in the oxyacetylene trolley.

• Mechanical aids were considered including overhead and mobile cranes however, these alternatives were deemed impractical, as they would limit bottle changeover to maintenance workshop environment only or where a mo-bile crane was available. Cost and availabil-ity of cranage, the requirement for a certified ‘dogman’ and the risk of dropping suspended cylinders further reduced this alternative from being an attractive or viable option.

• Smaller gas cylinders to reduce the weight and therefore manual handling effort were considered but eliminated as impractical giv-en the maintenance requirement to carry out frequent welding tasks requiring a continuous supply of welding gas (1200 bottles per year) and the likely additional costs due to logistics and transport, warehousing etc.

• Modifications to existing oxyacetylene trolleys to incorporate some mechanical lifting mech-anisms were not considered given the likely cost and project duration to modify all trolleys on site.

4. Describe the relevance of the project to the BHP Billiton Charter and Working Respon-sibly: BHP Billiton’s Health, Safety, Envi-ronment and Community Policy: (15%)

This innovation is inline with BHP Billiton’s busi-ness objective. It is relevant in the following ar-eas:

• BHP Billiton Charter: To have an overriding commitment to health safety environmental responsibility and sustainable development.

• Working Responsibly at BHP Billiton & HSEC Policy: Identify, assess and manage risks to employees, contractors, the environment and communities.

• Working Responsibly at BHP Billiton & HSEC Policy: We commit to continual improvement in our performance, efficient use of natural resources and aspire to zero harm to people and the environment.

5. Describe whether this project can be ap-plied to other locations or situations (15%) . Is the project best practice in its field? Is it sustainable?

This innovation can be transferred to any other workplace where gas bottles are being handled. The design of the trolley has been drawn by a draftsperson so that it can be shared and to date this drawing has been distributed within the BMA maintenance network. This innovation is the only solution known to us that eliminates the hazards associated with lifting gas cylinders. It is best practice in this field. This innovation is sustain-able as there is little ongoing maintenance re-quired and the benefits to the user of the trolley will mean that its use will continue.

6. Describe the effectiveness of the project i.e. compare benefits to costs involved: (This section can be qualitative for company projects): (15%)

The benefits of this innovation are in the area of health and safety and far outweigh the costs associated with its implementation. The costs involved in implementing this innovation were in-significant. The design and fabrication of the trol-ley was all completed by three shop-floor employ-ees using scrap steel and other spare parts in the workshop. Once the innovation was found to be a success, some money was spent for drawing the innovation for the purpose of replicating and sharing the design.

The benefits of the innovation are the elimina-tion of the manual handling effort required to ex-change the cylinders and the real potential risks of sustaining lower back injuries. The benefits of eliminating manual handling risks include the elimination of the pain and long term damage sustained by our employees, a reduction in sick days, a reduction in the time and resources to complete incident investigations.

Documents

BMA Goonyella Riverside Mine Innovations Nominationsmirmgate.com.au/.../2005/Innovations_booklet_GoonyellaRiverside.pdf · BMA Goonyella Riverside Mine Innovations Nominations