MINING

• Training and development of Managers and Supervisors about their Roles and Responsibilities.
• Scheduling of equipment and crewing to standards by departments to reduce non-productive time and maximize labor cost effectiveness.
• Reducing equipment downtime and rework levels by identifying the major causes of downtime and developing action plans to address.
• Developing and installing reasonable standard and time expectations with employees.

Assessment Findings

• The daily mining schedule was not reflective of the engineering mine plan.
• The Mine Operations management team was using their best judgment in planning and scheduling mining activities.
• Poor planning, scheduling and utilization of resources (tools, equipment, materials, and labor).
• Parts are not available when needed.
• Poor inventory control/compliance in the shops.
• Scheduling conflicts between mine and maintenance.
• Poor shift start-up and shift transition in mine operations.
• The trucks are not properly scheduled or sequenced during the mine operations process.
• In the Plant Maintenance Department, no estimates are given to complete work activities nor are expectations communicated.
• No tracking of % complete for PM's, nor % of emergency work required.
• In the Plant Operations, the Control Room operators determine feed rate versus running to capacity.
• Supervisor's tour (management by walking/driving around) with no specific action plans.
• The Supervisors lack the necessary management tools that would allow them to follow-up on meaningful expectations and objectives for work attainment.
• There are no formal training plans in place by department to improve employee skills.
• Standards or estimates are not used to determine proper crewing levels.
• There was no system in place to identify major reasons for downtime and assist management in developing action plans to eliminate variances in both Plant and Mine operations.