- 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.
- 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.
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Some significant results obtained by our Client included:
- Improved communication and attainment of health and safety requirements.
- Increased production throughput levels averaging more than 28%.
- Improved Managers proactive management levels and communication between departments.
- Improved the levels of proactive supervision by the Supervisors/Shifters.
- Improved equipment availability for mining and milling operations.
Mine and Plant Savings
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Long Term Work Continuation
- A client Coordinator was trained and certified during the PVA engagement.
- A quarterly audit program of the new Management Operating System was developed for the Coordinator.
- PVA conducted audits over 18 months to ensure compliance to the continued utilization of the Management Operating Systems. These audits resulted in recommendations and action plans for recovering additional opportunities for improving the client’s operation.