Lean Approaches in Asset Management Within the Mining Industry

Flynn, Jared Ross; Vlok, P. J.

doi:10.1007/978-3-319-15536-4_9

Cited by 13 publications

(24 citation statements)

References 5 publications

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“…However, the intersection of these two sectors and possibility of adopting and benefiting from the Lean application in the mining sector is also highlighted by some scholars (Dunstan et al 2006;Chlebus et al 2015;Flynn and Vlok 2015). Therefore, the scope of their interaction seems realistic.…”

Section: Reporting and Using The Resultsmentioning

confidence: 99%

“…The detail review of the eight selected papers indicated that differences between the automotive and mining industries may pose pitfalls (Dunstan et al 2006), difficulties (Flynn and Vlok 2015), challenges and limitations for the adaptation (Gustavo et al 2015) of Lean in mining sector. However, the intersection of these two sectors and possibility of adopting and benefiting from the Lean application in the mining sector is also highlighted by some scholars (Dunstan et al 2006;Chlebus et al 2015;Flynn and Vlok 2015).…”

Section: Reporting and Using The Resultsmentioning

confidence: 99%

“…automotive, IT, Healthcare, Electronics, etc. (Flynn and Vlok 2015). This paper explores the research and implementation of the Lean manufacturing approach within the context of the mining industry.…”

Section: Introductionmentioning

confidence: 99%

“…Table 3 summarises these wastes Waste and its occurrence form Overproduction: (Flynn and Vlok 2015), due to mining capacity to outstrip ore processing (Dunstan et al 2006), continuous production with push system (Dunstan et al 2006;Chlebus et al 2015) Waiting: Inappropriate conditions/working environment, e.g. lack of ventilation for dust and gases removal (Klippel et al 2008a), due to unavailability of machines and spare parts (Dunstan et al 2006;Chlebus et al 2015), equipment breakdowns and plant downtime (Dunstan et al 2006;Oware et al 2015), maintenance downtime and unscheduled shutdowns (Indrawati and Ridwansyah 2015), equipment failures (Dunstan et al 2006).…”

Section: Lean's 8 Wastes In the Mining Sectormentioning

confidence: 99%

“…lack of ventilation for dust and gases removal (Klippel et al 2008a), due to unavailability of machines and spare parts (Dunstan et al 2006;Chlebus et al 2015), equipment breakdowns and plant downtime (Dunstan et al 2006;Oware et al 2015), maintenance downtime and unscheduled shutdowns (Indrawati and Ridwansyah 2015), equipment failures (Dunstan et al 2006). (Indrawati and Ridwansyah 2015), inefficient movement of extracted ore until it reaches final destination (Dunstan et al 2006), long distances (Flynn and Vlok 2015). Over processing or incorrect processing: Performance of tasks by one employee instead of parallel operation for higher value adding time, auxiliary equipment preparation (e.g.…”

Section: Lean's 8 Wastes In the Mining Sectormentioning

confidence: 99%

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A Lean Implementation Framework for the Mining Industry

Seifullina

Nadeem

et al. 2018

IFAC-PapersOnLine

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Abstract:The adoption of Lean concepts beyond the manufacturing sector has been increasing recently. In this line, its scope has been expanded to the mining industry under the realisation of the need for productivity improvements and a leverage for efficient operations. Limited research exists regarding Lean implementation in the mining industry in a comprehensive and structured way. This paper therefore follows a systematic approach to review the current literature to identify Lean implementation patterns in the mining sector, its scope, challenges, and limitations. The results reveal the limited utilisation of Lean in the mining sector, and that there is a lack of coherent and conceptual models to guide the implementation of Lean in this industry. Hence, the research proposes a framework for Lean implementation in the mining industry.

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Section: Reporting and Using The Resultsmentioning

confidence: 99%

Section: Reporting and Using The Resultsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Lean's 8 Wastes In the Mining Sectormentioning

confidence: 99%

Section: Lean's 8 Wastes In the Mining Sectormentioning

confidence: 99%

See 3 more Smart Citations

A Lean Implementation Framework for the Mining Industry

Seifullina

Nadeem

et al. 2018

IFAC-PapersOnLine

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The Lean Management of Spare Parts in Automotive Manufacturing

Guo

2018

MATEC Web Conf.

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Spare part management is one of the most important work for enterprises, especially for manufacturing enterprises; however, the spare part management problems trouble enterprise operators a lot. In this article, implementation methods of lean spare parts management are illuminated. Spare parts purchase process is declared to reduce the purchasing cost and inventory value. We had established a suitable lean spare parts inventory management model for consumable parts, wear parts, insurance parts and accident parts. In addition, methods of lean spare parts management had been created base on optimized supply chain, ERP and integrating repeated material inventory. We used SAP-iPro system and self-developed system to manage spare parts, so that warehouse management process, spare parts purchase process and maintenance process are standardized. According to theory analysis and practice, the remarkable economic benefit is created for enterprise by the means of optimizing spare parts distribution, standardizing and scientific spare parts management.

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