At a major mining operation, one set of equipment created a bottleneck for everything else. When it ran, the mine produced. When it went down the whole operation waited for it. As a result, maintenance KPIs swung wildly from month to month, so planners couldn't count on the constraint being available. Throughput was effectively capped by a machine nobody could predict.
Falconi deployed its Asset Reliability & Management system in sequence. Strategic maintenance goals came first, tied directly to shop floor operations at the equipment level. An ABC asset analysis ranked which machines deserved the most attention, paired with an assessment of where reliability actually stood.
From there, the team built plans across maintenance engineering, planning and control, and execution, and trained the operational teams who would run them. Finally we implemented monitoring, giving them real time maintenance KPIs and deviation analysis that could feed forecasts and action plans.
Critically, every function that touched the equipment (operations, maintenance, contractors, technical support, planning) worked against the same KPIs. We made availability a number that mattered to everyone.
Availability on the bottleneck equipment rose 4.6%. The mine got additional throughput without spending a dollar of new capital.
Variability came down too. The high-variance KPIs steadied and began to improve after two key interventions. Savings from each reliability initiative were also forecast and tracked, so the operation see which initiatives were working the best.
The data infrastructure and the cross-functional ownership reinforced each other. The KPI monitoring found deviations quickly enough to deploy countermeasures, and a structured problem-solving process turned those deviations into corrective for the future.
The answer to a throughput ceiling doesn't always need to be buying more capacity.