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Dump Trucks

2011-03-08T14:22:00.000+07:00

What is Dump Truck ?

A dump truck (dumper truck) is a truck used for transporting loose material (such as sand, gravel, or dirt) for construction. A typical dump truck is equipped with a hydraulically operated open-box bed hinged at the rear, the front of which can be lifted up to allow the contents to be deposited on the ground behind the truck at the site of delivery. In the UK and Australia the term applies to off-road construction plant only, and the road vehicle is known as a tipper, tipper lorry or tip truck.

Types of Dump Truck

A standard dump truck is a truck chassis with a dump body mounted to the frame. The bed is raised by a hydraulic ram mounted under the front of the dumper body between the frames, and the back of the bed is hinged at the back to the truck. The tailgate can be configured to swing on hinges or it can be configured in the "High Lift Tailgate" format wherein pneumatic rams lift the gate open and up above the dump body.

Common configurations for a standard dump truck include the six wheeler which has one powered rear axle, the ten wheeler with two powered rear axles, the tri-axle with one lift axle and two powered axles, and the quad with two lift axles and two powered axles.. The largest of the standard dump trucks is commonly called a "centipede" and has seven axles. The rear two axles are powered, the front axle is the steering axle, and the remaining four are lift axles. The intermediate axles are present to support the weigh over the length of the chassis and sometimes to provide additional braking power. In the European Union, the dump truck configurations are 2, 3 and 4 axles. The 4 axle eight wheeler has 2 axles at the front and 2 at the rear and is limited to 32 tonnes gross weight in most EU countries

An articulated dump truck, or "Yuke" in the construction world, has a hinge between the cab and the dump box, but is distinct from semi trailer trucks in that the cab is a permanent fixture, not a separable vehicle. Steering is accomplished via hydraulic rams that pivot the entire cab, rather than rack and pinion steering on the front axle. This vehicle is highly adaptable to rough terrain. In line with its use in rough terrain, longer distances and overly flat surfaces tend to cause driveline troubles, and failures. Articulated trucks are often referred to as the modern scraper, in the sense that they carry a much higher maintenance burden than most trucks. See the first mass produced articulated dump truck (articulated hauler).

A transfer dump is a standard dump truck which pulls a separate trailer which can also be loaded with aggregate (gravel, sand, asphalt, klinkers, snow, wood chips, triple mix, etc.) The second aggregate container, (B box) on the trailer, is powered by either an electric, pneumatic motor or hydraulic line. It rolls on small wheels, riding on rails from the trailer's frame, into the empty main dump (A) box. This maximizes payload capacity without sacrificing the maneuverability of the standard dump truck. Transfer dumps are typically seen in the western United States because of the peculiar weight restrictions on western highways.

Another configuration seen is called a Triple Transfer Train, which consists of a B and C box. These are common on Nevada and Utah Highways but not in California. Depending on the axle arrangement, a Triple Transfer can haul up to 129,000 kilograms with a special permit in certain US states. The Triple Transfer usually costs a contractor about $105 an hour while a A/B config usually runs about $85 per hour (2007 stats). Transfer dump trucks typically haul between 26 and 27 tons of aggregate per load, each truck is capable of 3-5 loads per day, generally speaking.

Off-road dump trucks more closely resemble heavy construction equipment or engineering vehicles than they do highway dump trucks. Off-road dump trucks are used strictly off-road for mining and heavy dirt hauling jobs. There are two primary forms: rigid frame and articulating frame. The term ‘dump’ truck is not generally used by the mining industry, or by the manufacturers that build these machines. The more appropriate U.S. term for this strictly off road vehicle is "haul truck" and the equivalent European term is 'dumper'. The classifications bottom and side for example, describes how loaded material is discharged from the dump body. In the case of the haul truck illustrated, a Liebherr T 282B, the load is discharged to the rear, designating this particular vehicle as an end dump. Bottom dump normally describes a trailer that discharges its load by opening two clam shell doors under the load space. In some instances, one tractor may pull several trailers (road train). They are manufactured by Kador Engineering, Kress Corporation, Maxter-Atlas and Rimpull. This large capacity truck is used for the transportation of coal from a loading device (shovel) directly to a power station or bulk storage area.

The current largest off road haul trucks are the Liebherr T 282B, the Bucyrus MT6300AC and the Caterpillar 797F, which each have payload capacities of up to 400 short tons (363 t). Most haul trucks employ diesel/electric powertrains, using the diesel engine to drive an AC alternator or DC generator that sends electric power to electric motors at each rear wheel. The Caterpillar 797 is unique in this class because it employs a diesel engine to power a mechanical powertrain typical of most road going vehicles. Other major manufacturers of haul trucks include Hitachi, Komatsu, DAC, Terex and Belaz.

Truck Comparison by Brand

EM Issue - Why Improvement Effort Fail

2010-06-09T16:35:00.001+07:00

Why do improvement efforts fail or perhaps not sustain the gains? There are many reasons, but those most often stated are “lack of commitment” and not “following the process”. But why is there lack of commitment, and why aren’t processes followed?

Here are a few of the reasons that I’ve seen:

• Too much focus on tools vs. people
Analytical tools and improvement process steps are important, but people are more important. And it’s not about “selling” them or using “change management” tools to have them accept whatever the “really smart” people have come up with. It’s about involving them (all of them) and having them own the process.

• Communication not emphasized, structured
Without communication, disruptive, damaging paranoia develops between work groups, between shifts, between departments, between individuals, etc. This destroys involvement and ownership. Casual (now and again) conversations and major presentations are only a small part of what it takes. Communication has to be structured and orchestrated, part of the everyday routine, and flow both ways.

• Not knowing and respecting what is already in place
Every organization does some things well, and the people there have pride in their particular organization (even despite what they might tell you). To ignore this is insulting and arrogant. Too many times, the “everything here is wrong” attitude is evident (and sometimes outright stated) by program “experts”. Setting up “negative waves” like this never helps. Use what is in place as a start.

• Developing the elite vs. the majority
Improvement is an “everyone” thing. It’s too easy to just work with the bright, energetic people and count on them to carry it all. But most people are hesitant or unwilling to accept what they haven’t had some involvement in developing or improving. And besides, this is ignoring a huge pool of capability. Everybody brings something to the party, but some may be unwilling to share for many reasons. Their past ideas have been criticized and not welcomed. There are peer pressure issues. There are trust issues. Etc., etc. But sincere, routine involvement efforts can overcome these.

• Improvement events vs. routine improvement
Big events are good at generating interest and knocking out a lot of work in a short time. But the heart and soul of sustaining improvement is getting a solid everyday routine process to have everyone continually dealing with the many, many, many small opportunities.

• Focusing on solving specific issues vs. developing people
It’s just too easy to get absorbed in solving specific issues and using specific problem-solving techniques vs. using the issue-solving process as a way to develop people. But there will always be plenty of issues and opportunities to deal with. The scarcer commodity is the capability to deal with them - and even scarcer, the ready motivation to do it.

What is Fleet Maintenance Management ?

2010-04-09T10:34:00.001+07:00

Tag Technorati: {grup-tag}Fleet Maintenance Management,CMMS,Fleet Maintenance Software,Caterpillar,Komatsu

By: Jennifer Bailey

Fleet Maintenance Management is a critical position in any company that has a number of commercial vehicles. The individual responsible for the management and maintenance of fleet vehicles performs a variety of functions. It is imperative that companies such as delivery drivers or even taxi services know what is going on with their vehicles at all times.

Preventative maintenance, order/vendor logging and fuel economy are among a few of the issues that fleet maintenance managers deal with on a daily basis. One of the most important duties of a fleet maintenance manager is the maintenance of vehicles. With the number of vehicles many companies have on the road each day, maintaining quality vehicles is important. Regular and controlled fleet vehicle maintenance can assist in more efficient and lower cost repairs, fewer technical problems and more efficient tracking, management and budgeting of the fleet. An outstanding fleet vehicle maintenance program can save time and money by ensuring that vehicles are safe and on time.

Repairs and downtime for fleet vehicles can cost your company a considerable amount of money. High-quality fleet vehicle maintenance can mean the difference in your company’s reputation being one of top-notch service rather than undependable service. Preventative maintenance and scheduling routine maintenance or repairs can extend the life of your fleet vehicles. Many fleet vehicle managers find that using a specialized software program is the best way to organize these needed elements.

With the high cost of fuel today, fleet managers also take into consideration the fuel usage among the vehicles. Fleet maintenance software programs often have features that enable the manager to appropriately budget for gas. The ability to log and track the mileage of drivers can give the manager a good idea of the average fuel consumption of each vehicle in the fleet.

Fleet maintenance managers occupy important positions within a company. Most managers within top U.S. companies recommend the use of high-quality fleet maintenance software programs. These programs enable the fleet managers to keep detailed records and logs of everything that happens with each vehicle. For companies whose primary service depends on well-maintained vehicles, organization and tracking of the fleet and expenses is obviously a key responsibility. Your company’s business reputation is important and it is essential that the fleet manager is able to accurately maintain an exceptional level of quality of all vehicles in your fleet.

With all of the products available on the market, the fleet maintenance management needs to examine the company’s needs to find the product best suited for them. The manager may choose to examine some of the top products by taking advantage of free trials offered by most companies. During the free trial, you are generally capable of performing the full range of functions in order to get a good feel for the product. This is a critical first step in choosing the software program that is right for your company

About the author:
Fleet Maintenance Software Info provides comprehensive information on fleet maintenance software, reviews and programs for commercial vehicles. Fleet Maintenance Software Info is the sister site of Preventive Maintenance Software Web.

Design Concept Proposal : Computerized Maintenance Management System (CMMS)

2010-03-22T13:04:00.000+07:00

The Cairo Air Improvement Project (CAIP), with assistance from the bus companies, studied the existing diesel bus operations and maintenance (O&M) organizations and practices to determine the baseline Egyptian diesel transit bus environment. CAIP then developed a proposed new organizational structure and reporting relationship for the Compressed Natural Gas (CNG) bus garages that is designed to enhance the current system, as well as provide the necessary new equipment and management practices. This effort also includes development of proposed staffing requirements for maintenance personnel and management staff.

The new program is based on CNG transit experience from around the globe, and uses straightforward requirements to allow efficient implementation into the Cairo Transit Authority (CTA) and Greater Cairo Bus Company (GCBC) organizations. Some technologically sophisticated systems are proposed, but they are being implemented with proper training and provide superior capabilities for monitoring and ensuring the success of the new CNG programs at CTA and GCBC. CAIP is assisting the bus companies with developing detailed management procedures for CNG bus O&M. These include schedules for inspections; procedures for routine and preventive maintenance; management of spare parts and supplies; and monitoring, reporting, follow-up, and resolution of maintenance problems.

Currently, all CTA and GCBC maintenance management activities are performed without the use of computers. Significant deficiencies exist, including delay in obtaining spare parts for needed repairs, minimum level of preventive maintenance, redundancies in maintenance functions, inability to track performance of buses, and low level of safety checks.
CNG buses and their support facilities are more sophisticated than their diesel counterparts. CNG is a gas and leaks are harder to detect than those from diesel. The fuel tanks that hold the compressed gas are of a high-tech design. The gas is under high pressure, sometimes exceeding 3,000 PSI. The bus engines and transmissions are computer-controlled and require complex preventive maintenance techniques to keep them operating at optimum conditions. An enhanced maintenance and safety program is essential for safe and economical operation of the buses and their support facilities.

For sustainability reasons, CAIP is providing the bus companies with a complete computerized solution for managing and maintaining their new CNG fleets. The system includes software and hardware packages suited for transit service. The system allows implementation of modern management practices, emphasizing preventive rather than corrective maintenance, and includes
enhanced quality control for spare parts, tools, and other resources.

The CMMS enables management to:

Schedule preventive and predictive maintenance procedures, and parts and labor utilization for maintenance tasks.
Project and monitor downtime and causes.
Project and monitor costs, repairs, and usage of spare parts and labor.
Analyze failures, costs, maintenance procedures, and resource usage.

CMMS usage helps in:

Achieving high efficiency in fleet operation (by minimizing failures and maximizing operating time).
Minimizing usage of parts and labor.
Maximizing usage of buses and minimizing downtime.
Maximizing buses’ lifetime and replacement period.
Minimizing maintenance and operation costs.
Maximizing profits.
Raising performance levels.

The goal of this project is to establish a fleet computerized maintenance management system that allows the safe and efficient functioning of a CNG bus fleet for the CTA and GCBC.

Click here to download proposal

What is Life Cycle Costing ?

2010-03-19T14:14:00.001+07:00

Tons of CMMS applied by (heavy) equipment users based on Enterprise accounting and maintenance systems. In fact they are transactional systems. They focus on specific jobs and not the asset life cycle. Without a life cycle approach to asset management, value adding functions like first principles maintenance budgeting, strategy optimization, component risk analysis, long term resource planning, economic life optimization are not possible.

Several adds value to your existing enterprise system by providing a life cycle cost methodology around your assets.

Life Cycle Costing (LCC) predicts the total costs, resources, utilization and productivity for an asset over its entire life cycle. It is an excellent tool for assessing alternatives which has made it very common in the procurement of large assets.

LCC also provides a rational framework to model equipment operation, taking account of all pertinent cash flows for the life of the machine. It allows management to take a holistic view of physical assets, considering the full impact of the operating environment. The LCC model can also be easily extended to evaluate not only the cost of operating equipment, but also the number and type of parts required as well as the hours of labor and expected equipment performance. A simple LCC cash flow model is shown below.

The total cost of owning and operating the equipment is the sum of the individual cost elements. Life cycle cost analysis is often referred to as a ‘first principles’ cost analysis tool. It involves understanding the detail of the individual cost elements and building these up to the ultimate life cycle cost. Each of the cost elements can then be broken down further. For example, the Equipment Purchase consists of the capital price, transport to site, commissioning and local options. The Parts & Materials elements are made up of the cost associated with all of the maintenance tasks required to keep the equipment operating at its design capacity.

For example, the Engine Change Out shown in the model above is scheduled to occur in period three. This is driven by an estimated life for the engine of 12,000 hours and an expected utilization of the equipment of 5,000 hours per year. If the estimated life of the engine, or the utilization of the equipment, changes, the model may provide a different result.

The benefits of this model for comparing like alternatives can be readily seen. If you also understand the productivity of the equipment, the analysis can quickly be used to compare different sizes of machines for the purposes of equipment selection and benchmarking.

Once built, the model can be easily extended to evaluate not only the cost of operating equipment, but also the number and type of parts required as well as the hours of labor and expected equipment performance.

Maintenance Control System v. 4.1 (Mcs 4.1)

2010-03-03T22:55:00.002+07:00

Welcome to the Caterpillar Maintenance Control System (MCS) version 4.1. MCS is a software tool that will help you better manage your maintenance and repair operations. MCS keeps you fully up-to-date on the maintenance status of all your equipment. It alerts you when repairs and maintenance are needed, verifies when they're done, and provides detailed costs on each piece of equipment. At all times you can assess the status, service history, repair, and maintenance needs of each machine.

MCS 4.1 can be used to:

Calculate due dates for Preventive Maintenance (PMs) and scheduled repairs.
Track Backlogged activities
Track machine components
Print checklists and time/materials lists
Maintain PM, inspection, and repair history
Calculate and trend cost-per-hour and availability
Import checklists from Caterpillar's Preventive Planner
Checklists CD or Preventative Maintenance Planner Software

MCS tracks equipment by location, so you can compare costs between different sites. It keeps track of backlog items, reminding you to do necessary work at the time you specify. Password security by area allows you to define who has access to specific functions. An Import/Export function lets you send data to and receive data from other systems. MCS can also be translated. (Consult your subsidiary for details).

Filter Conversion for Heavy Equipment

2010-03-01T15:37:00.005+07:00

Artikel ini bukannya menyarankan sobat pengguna Heavy Equipment untuk me-nomor duakan original parts dari masing2 Manufacture, namun ini merupakan alternative masukan apabila kondisi memaksa (nggak juga sih). Dari pada filter tidak diganti2 mendingan cari Other Sources yg agak murah dengan kualitas lumayan.
Logikanya memang harga Filter2 dibawah ini agak lebih murah dibanding genuine (dijual di dealer). Logikanya memang komponen cost yg terkandung didalamnya tidak sebanyak komponen cost pada genuine product karena ada dealer cost disitu (overhead, inventory, product warranty, provision etc)

Untuk yg mau konversi Part Number OEM (original) ke source lain ex: Cat Filter ke Sakura Filter (lumayan kalo buat yg modal2 miring) - link:

Sakura FIlter:
SAKURA FILTRATION Catalogue Cross Reference

Baldwin Filter
BALDWIN FILTER Cross Reference

Donaldson Filter
DONALDSON FILTER Web Store Cross Reference

Fleetguard Filter:
FLEETGUARD Cumminsfiltration Product Cross Reference

Harganya??.... bisa 30% - 50% (Bahkan 70%) off dari harga Genuine.

Untuk Fuel System yg Common-Rail ( Cat 320D Series 2 etc) technology please tetap pake Genuine Filter System (secara kualitas solar di Indonesia sedikit agak menjurus jelek).

Namun ingat, (sekedar masukan) mau murah atau mahal yg paling penting dalam mengelola (managing) parts consumable seperti Filter & Lubricants adalah Forecasting dan Inventory Management yg baik. Kalau perlu gunakan software CMMS yg powerfull (ga perlu mahal) seperti MCS 4.1 (Maintenance Control System Version 4.1).

Download ebook nya disini

Manage the Entire Lifecycle

2009-02-11T14:45:00.007+07:00

Tanpa disadari (atau sudah sadar) user (pemakai) alat berat pada saat mereka membeli alat berat (baru / bekas) selain bakal keuntungan yang akan didapat - dari suatu proyek – juga punya konsekuensi kewajiban me-manage alat berat tsb. Hitungannya akan dimulai dari saat Memilih sampai dengan Menjual alat berat setelah alat tsb diputuskan untuk di-Dispose. Ini sering disebut 1 Lifecycle (Entire Lifecycle).

Logika sederhananya, beli sikat gigi pun ada proses manage-nya. Mulai dari memilih – tergantung besar, jumlah gigi dan juga banyaknya sampah yg masuk ke mulut – sampai dengan barang itu kita dispose (tentunya barang bekasnya ga akan ada yg mau beli). Itulah 1 lifecycle dari sikat gigi.

Memanage Lifecycle alat berat tentunya tidak akan sesimpel sikat gigi. Ada banyak Komponen Process Strategies yang terlibat, dan semuanya perlu di Manage (ini agak rumit, saya aja masih belajar). Komponen Process Strategies tadi harus di Manage ( Manage = Process , Manager = Pelaku). Kenapa eh kenapa ??

Yah kalo Process nya nggak di Manage gimana mau Manage Business Strategies nya. Usaha kan mau untung bukan buntung.
Btw ada 12 Process yg harus di Manage (saat ini dan setau saya baru 12).

Performance Management Measurement

2009-02-06T10:16:00.005+07:00

Performance Management Alat Berat sebenarnya diukur dalam 2 kategory besar (versi saya) yaitu :

Ketersediaan (Availability) biasa digunakan MA (Mechanical Availability), PA (Physical Availability).

Biaya per Jam (Cost per Hours) dalam rentang waktu tertentu, misal : $. 230.000,00/Hrs dalam 11.999 Hrs.

Kedua pengukuran tsb punya turunan dan Interpretasi masing2. Masing2 tidak bisa berdiri sendiri, misalnya MA dan Utilisasi (U). Bisa saja MA tinggi tapi Utilisasi rendah, interpretasi nya mungkin Fleet tidak sesuai (Match). Di bisnis rental (Rent) MA tinggi Utilisasi rendah sama saja bohong, alias unit banyak standby dan hanya dapat Minimum Hours saja (itu pun kalo bisa nutupin biaya Leasing dll).

Dealer's View

2009-02-05T16:16:00.002+07:00

Saya pernah bekerja pada sebuah perusahaan Dealer alat berat merk terkenal di Indonesia pada salah satu cabang di Sumatera.
Tidak terasa per bulan Mei 2008 masa kerja saya sudah mendekati 8 thn. 8 tahun bekerja dalam bidang Customer Support Agreement, dimana saya terlibat dalam men-dig out resources Customer related dengan usaha Management Alat Berat mereka, dan mencoba mengisi gap dalam management mereka (dengan Agreement tentunya).

Agreement adalah salah satu tools bagi perusahaan untuk "jualan". Dengan kata lain melalui cara yang "konvensional" agak susah men-deliver "Value Added" yang dimiliki oleh Dealer - Dealer harusnya punya value added krn disupport oleh Manufacture-.

Mengapa susah men-deliver Value Added tsb??

Jawabannya : Karena eh karena Customer sendiri tidak bisa melihat "Value" tsb.

Dealer mempunyai banyak orang pintar (scope merk tertentu), mereka adalah analyst, dari mulai Lubricants sampai hal2 yang tidak terpikirkan oleh Customer. Tapi alangkah sayangnya, knowledge tsb tidak sampai ke pengguna (Customer), knowledge tsb hanya milik Dealer. Dari suatu angket yg dilakukan oleh Dealer-ku didapati bahwa mungkin 70 - 80 % Customer bingung menentukan "Measurement" related performance management alat berat milik mereka.

That's why, kesalahan kecil atau small defect dari suatu merk alat berat yg notabene mungkin kesalahan pengguna dalam operasional maupun pemeliharaan menjadi suatu "judgement" bahwa model tertentu merk tertentu adalah "Produk Gagal".
Atau beli spare parts di Dealer sangat mahal, bisa 2 atau 3 kali lipat kalo beli non genuine dengan "bentuk" yang sama.

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