People, equipment, place, and process: A case review on integrated OTR tyre handling operations in mining maintenance

The project set out to deepen understanding of the tasks and decision-making processes that influence the design and planning of off-the-road (OTR) tyre handling operations in mining maintenance. It also considered the level of involvement among tyre technicians in the design of their maintenance service, such as the work bay layout and design, or equipment selection and integration. The research also investigated the nature of collaboration among functional business units that influence tyre handling operations and management. These units included procurement, safety, workforce strategy, statutory engineering, and site leadership.

The fragmented nature of design and planning across these work domains are often separated by time, location, or role-based responsibilities. For example, significant time lags often exist between maintenance bay layout, fit-out, and equipment specification, and the eventual use of these facilities. Recognising these constraints, the research team also focused on examining the role of tyre management subject matter experts (SMEs), such as asset or regional/site tyre maintenance managers. This report outlines the results of an industry workshop focused on tyre maintenance process flow, and a site visit examining tyre fitter involvement in the design of their operations. Additionally, it includes the findings on the tasks of the tyre management SMEs.

This project adopts a qualitative, exploratory case study methodology, designed to investigate how OTR tyre maintenance operations are shaped by management decisions across time, functional units, and organisational levels. Given the complex, distributed nature of design and planning in mining maintenance environments, the study uses contextual inquiry, stakeholder engagement, and task reflection, to develop a systems-level understanding of the design of tyre maintenance service delivery. The research draws from human factors and participatory ergonomics frameworks, focusing on the alignment among job roles, organisational decision-making, and system design. The approach enables the research team to explore tasks, work processes, strategic alignment, role design, and collaborative dynamics involved in tyre handling operations.

The project used a triangulated approach to capture data across organisational levels and functional domains:

1. Industry Workshop - Process Flow Mapping

2. Field Observation and Semi-Structured Interviews

3. Task and Role Reflection with Tyre Management SMEs

Data collection was based on Event Analysis and Systemic Teamwork (EAST) network analysis - the relationships among social, task-based, and information workflows. This is founded on the idea that complex, dynamic, collaborative, sociotechnical (human and machine) system interactions form network flows. The data collection methods enabled the researchers to collaboratively create process flow maps with SMEs, revealing gaps between performance requirements and work realities. The interviews outlined task loads and distribution, with SME disclosures about their role experiences. The task reflections provided insights into role complexity, overload, and delegated authority.

Overall, the data sets revealed a work system under strain, where operational requirements are clear to SMEs, suggested to be undervalued or not considered by mining management.