{"id":3479,"date":"2025-09-27T23:30:08","date_gmt":"2025-09-27T23:30:08","guid":{"rendered":"https:\/\/fmminermag.com\/htdocs\/?post_type=issue-article&p=3479"},"modified":"2025-10-21T19:54:12","modified_gmt":"2025-10-21T19:54:12","slug":"a-strategic-shift","status":"publish","type":"issue-article","link":"https:\/\/fmminermag.com\/htdocs\/issue-article\/a-strategic-shift\/","title":{"rendered":"A Strategic Shift"},"content":{"rendered":"

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VOL. 08\u00a0 |\u00a0 ISSUE 3\u00a0 |\u00a0 Fall 2025<\/p>\n

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A Strategic Shift<\/h1>\n<\/p><\/div>\n<\/div>\n

[\/et_pb_text][et_pb_text content_tablet=”<\/p>\n

Bagdad Autonomous Haulage Fleet Driving
Toward Full Site Conversion<\/h2>\n

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Bagdad Autonomous Haulage Fleet Driving Toward Full Site Conversion<\/h2>\n

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Adjusted Maintenance Schedule Paying Dividends at Morenci<\/h2>\n

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Sometimes, less really is more.<\/p>\n

In Morenci, where haul truck maintenance has shifted from a 120-day preventive maintenance schedule to just 33 days, the shorter intervals between service already are showing far-reaching impacts.<\/p>\n

While it might seem counterintuitive to take trucks off the road more often, the site has seen improved physical availability for its equipment since shifting gears last year\u2014a strategic pivot that could ultimately help improve the bottom line.<\/p>\n

But that kind of lift required more than just a new schedule. It meant reimagining the entire shop.<\/p>\n

\u201cWithout seeing it, I think it\u2019s hard to truly grasp the scope,\u201d said Mitch McInelly, Haulage Maintenance Manager-Morenci. \u201cThrough a lot of work, the mine has essentially turned its truck shop into an assembly line. But the first step, the hardest step, was just the follow-through.\u201d<\/p>\n

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<\/span>
Driven to change <\/span><\/h2>\n<\/div>\n

If Morenci is the heart of the Freeport Americas portfolio, then any irregularity in its pulse is cause for concern. So, when haul truck availability slipped toward 80 percent \u2013 well below the 90 percent target \u2013 it triggered immediate action. With costs rising and copper grades declining, every pound mattered. Freeport responded quickly, assembling a performance task force to get to the root of the problem.
The task force set out to pinpoint the optimal schedule for Morenci\u2019s fleet. The team examined everything from downtime trends to maintenance practices, providing new guidelines for planning and preparation \u2013 all intended to improve those flagging numbers.<\/p>\n

\u201cIt was about more than just setting a schedule,\u201d said Gary Anderson, Mine Maintenance Manager-Morenci. \u201cIt was about setting the standard. We had to think about the big picture, changing how we worked from beginning to end, including planning, execution and consistency.\u201d<\/p>\n

But change takes time.<\/p>\n

Despite some early wins, availability still was not where it needed to be. The numbers weren\u2019t moving fast enough, and something clearly was missing in the execution.<\/p>\n

Last year, the task force set out to fix that \u2013 for good.<\/p>\n

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Thanks to a new schedule, new practices and data-driven accountability, the Morenci truck shop now operates like an assembly line.<\/p>\n

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A better blueprint<\/span><\/h2>\n<\/div>\n

In 2024, the team did a deep dive into its own performance, breaking down unavailability by category and zeroing in on the areas that mattered most. It was a data-driven approach that brought structure to the chaos \u2013 defining a workflow, setting clear priorities, and, most importantly, building in accountability.<\/p>\n

It wasn\u2019t without its challenges, McInelly acknowledged. But it gave the team something they hadn\u2019t had before: a way to track progress in real time \u2013 and the discipline to course-correct when needed.<\/p>\n

Part of the challenge was making sure the team was set up to succeed \u2013 not be overwhelmed. That meant clearly understanding the scope of the work ahead.<\/p>\n

They needed a way to predict what each truck needed, said Adam Ludvigson, Senior Supervisor Mine Maintenance-Morenci.<\/p>\n

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\u201cIt was about more than just setting a schedule. It was about setting the standard.
We had to think about the big picture, changing how
we worked from beginning
to end, including planning, execution and consistency.\u201d<\/h3>\n

 <\/p>\n

GARY ANDERSON <\/strong> | MINE MAINTAINANCE MANAGER | MORENCI<\/h4>\n

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\u201cBlueprint\u201d is the Morenci team\u2019s term for a check-in that happens one week before the planned maintenance \u2013 a chance to sample fluids, inspect the trucks early and flag any surprises before they derail the plan.<\/p>\n

As a former mechanic who\u2019s spent his entire Freeport career in the truck shop, Ludvigson understands how much value this kind of foresight brings.<\/p>\n

\u201cThe blueprint really allowed us to get in front of the work,\u201d Ludvigson said. \u201cIt allowed us to know exactly what needed to be done, so we could make sure we had the people and the parts to do it, stick to the new schedule and keep the trucks moving.\u201d<\/p>\n

For Ludvigson, this step reshaped how they approach fleet maintenance \u2013 and it\u2019s only the first brick in a wall he says they\u2019re still building.<\/p>\n

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Action and accountability<\/span><\/h2>\n<\/div>\n

But that work in progress already has made an impact, driving improvements at the truck shop that could ripple across the entire operation.<\/p>\n

\u201cThe Morenci team has made impressive strides by shifting to a 33-day PM cycle,\u201d Anderson said. \u201cThe boost in haul truck availability and efficiency reflects this team’s commitment and is a great example of what\u2019s possible when we work as one team. I couldn\u2019t be prouder, and the results speak for themselves.\u201d<\/p>\n

As for those results, haulage at Morenci has seen more than a 5 percent increase in physical availability in just one year. According to Cameron Abril, Reliability Engineer II-Morenci, the impact of even a few percentage points should not be understated. While Abril notes that the value can change depending on Morenci\u2019s haul truck cycle time and other factors, recent numbers show even a 1 percent increase, if sustained with proper utilization, translates to 9,500 tons per day \u2013 or roughly 3.5 million additional tons per year.<\/p>\n

While such gains are due partly to the scope of Morenci, an operation so vast it boasts the largest Caterpillar 793 haul truck fleet in the company, Anderson, McInelly and Ludvigson believe the process and benefits can translate elsewhere.<\/p>\n

They insist the real key to maintenance isn\u2019t in matching their schedule or implementing some cutting-edge technology \u2014 it\u2019s in accountability.<\/p>\n

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Morenci\u2019s haulage maintenance team is responsible for over 130 trucks, the largest Caterpillar 793 fleet at Freeport.<\/p>\n

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McInelly credits the entire heavy-duty garage, working toward the same goal and keeping each other on target, for getting this far. And as they push for further gains, he\u2019s clear on the path forward: getting back to the basics, focusing on what works and refining it together.<\/p>\n

\u201cWe\u2019re not chasing anything shiny,\u201d McInelly said. \u201cWe\u2019re just sticking to the plan and staying focused on what got us here. At the end of the day, you can have the best process out there\u2014but it doesn\u2019t matter unless you do the work.\u201d<\/p>\n

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The physical availability for Morenci\u2019s haul trucks has increased 5.5 percent over a one-year period, and the team is looking to further improve.<\/p>\n

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They insist the real key to maintenance isn\u2019t in matching their schedule or implementing some cutting-edge technology \u2014 it\u2019s in accountability. <\/h3>\n

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With histories in operational improvement and maintenance, Mitch McInelly (left) and Adam Ludvigson have overseen a turnaround in physical availability for Morenci\u2019s haul trucks.<\/p>\n

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