Phase II: UG Ops MOS Project (Contractor)
Facilitated...
● Develop single source of truth concept to enable:
● Production Data Verification● Real-time data stream - 'Trusted'● Plods redevelopment and
accountability● Enabling SIC Tool and requisite
actions● Reinforces 7 Active Management
Behaviours● Restructured Mine Control
Phase I: Tech Services MOS Project
Governing Principles
The Benefits: ● Lowest TRIFIR since November 2014● Highest ever MReefs tonnes in one month in 30 months● Record drilling month ever and quarter - ever● All areas exceeded the Budget as well as the RMP for the first time
since the commencement of the Western Flanks
The Problem: ● Production was low, the contractor underperforming● The Technical Services department could not produce quality plans and
schedules on time / in full
The Causes: ● Ineffective business processes and organisational structure● Inadequate technological enablement● A counterproductive culture, lack of focus and teamwork, driving poor
behaviours, compounding the situation
The Solution: ● A more supportive culture and more productive behaviours● Streamlined business processes● A modern collaboration platform resulting in transparency and alignment
The Project: ● Business processes were mapped, critiqued and improved● The requisite culture and behaviours were identified and formal
coaching of all team members commenced● A cutting-edge, online collaboration platform was configured and
introduced● Formal coaching from change management specialists continued
Outcomes and Results:
● A realigned department structure with no extra engineers● Massive productivity increase, lifting output from the department ● Engineering bottleneck removed
Why it Worked: ● Leadership committed to the project● The manager provided full-time team project team members ● Specialised external support for change management, process
reengineering and configuration of collaboration platform
MOS Diagnostic
Storyboard: MOS Project at Large West Australian UG Gold Mine
The First Principles team have helped unlock great value for our mine by assisting my team to improve our systems and build easy visual
tools to track and monitor performance. This has facilitated a step change in our ability to identify and address key bottlenecks and to
highlight opportunities.
First Principles also worked with the department supervisors and leaders, focusing on behaviours and practices across the teams on continuously improving. We have seen an uplift in all areas of the department’s performance ,which has paid back the investment
multiple times over.
UG Mining Manager, Large Australian Mining Company
I’m proud of our team for having analysed the problems and facilitated the implementation of bespoke solutions exactly in tune with requirements
Mark Franklin, GM, FPC
What is in place so far?● Resourcing & Responsibility
✓ MOS champions in place and continuing● Documentation
✓ Documentation for MOS scope in place and up to date✓ Procedure review scheduled
● Accountability (Process Owner)✓ Accountability for MOS scope embedded
● Enablement Tools & Technology✓ VSTS and reports are in place
● Timeliness & Consistency of Outcome✓ KPIs and weekly reviews in place
● Metrics✓ Leading KPIs in place
● Governance & Compliance✓ Leadership expectations in place✓ PDCA log built into SIC tool✓ MOS Audit processes
Kotter's 8 Steps of Leading Change Balancing between Chaos and Bureaucracy
The Trinity: People, Process, Technology MOS: Management Operating SystemDeming's PDCA Cycle
Phase II: UG Ops MOS Project (Contractor)Phase I: Tech Services MOS ProjectMOS Diagnostic
Sublevel Cave Shutdown
Xmas
12 Months from project start:
24% Production Increase!
(avg t/day Hoisted)
Findings on MOS Heatmap
Other Key Findings● Planning & scheduling processes ineffective● Too many and ineffective meetings● Reporting ineffective● Operational Discipline inconsistent● Communications: mixed messages● Organisation Structure sub-optimal● Poor role clarity, difficult to hold people accountable● Lacking a critical mass of experienced people,
compounded by ineffective systems to support them
Facilitated...● Development of customer
centric approach with requisite Leading Indicators and priority adjustments
Majority of Issues in Planning Processes
Initial Constraint in Tech Services
MOS Team Project Kick Off Workshop
Dedicated Project Team Members
Leadership, Sponsorship, Governance Facilitated...
● Drove cultural changes to enable empowerment and improve levels of work
● Restructured BAPL Senior Team● Identified Key Indicators which drive
margin and inculcated into Management Platform
MOS Team Project Kick Off Workshop
5Ps● Purpose● Participants● Process (Agenda)● Preparation● Product
Payment Pillars/KPI's are all improving: Safety, Volume (TMM), Schedule compliance, Cost, QA/QC
.FirstPrinciplesConsulting.com
First Principles have been working with the Byrnecut team to improve the underground mine performance. This has included looking at our
systems of work and building some visual tools which have enabled us to easily and promptly identify issues and ask the right questions to ensure a better result. The other key component for our team has been the
coaching and mentoring and identifying levels of work and accountability.
Mark Day, UG Project Manager, Large
Australian Mining Contractor
AS-Is processes mapped & critiqued 1:1 Coaching & mentoring
Improved Many Meetings
Kanban boards: clarity and accountability
Engineering Backlog Cleared!
Engineering Backlog Creates Bottleneck
Tech Services Leading Indicators SIC Tool
From ‘Just Too Late’ to Planning Ahead
Systematically Restructured OrgChart
7 Active Supervisory Management Behaviours
Processes Mapped and Critiqued
Tool Time Analysed
Clear Monthly Reports
Short Interval Control - Gamechanger!
Many detailed DILOs
STARR Framework