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Mining Company

NEEDS-BASED RESULTS

 

Mining Company

SITUATION

A diamond mining operation was looking for a consistent and sustainable process to manage all aspects of its business, including planning, scheduling, and reporting.

DRIVER GOAL

  • Implement a System For Managing to reduce variability and improve operating discipline.

RESULT

  • Increased tons per hour by 14%.
  • Reduced variability from the mean by 28%.
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Case Study

Increase Throughput by Reducing Variability in the Process Plant

Issue

A diamond mining operation was looking for a consistent and sustainable process to manage all aspects of its business, including weekly and daily planning, scheduling and execution of plans, shift daily/weekly reporting and evaluating weekly and monthly performance. At the Kimberlite ore processing plant, the initial area of focus, there was a specific need to reduce variability in tons per hour and restore predictability.

Highland Approach

Detailed observation and analysis determined that a “steady state” method of running the plant managed to the bottleneck could be achieved during a 30-week timeframe with the implementation of a structured management system. Achievement of this goal would also require the elimination of significant behavioral barriers that centered on crews running the operation to maximize individual performance, not overall plant performance. The Highland Group partnered with a client team to design and implement a System For Managing and to coach and train the supervisors and operators on its use.

Actions Taken

  • Developed a core set of operating principles.
  • Determined the “steady state” run-rate.
  • Implemented short interval management and tracking to manage to the steady state, including measuring the bottleneck hourly versus at the end of the 12-hour shift.
  • Implemented daily performance reviews focused on identifying variances and mitigating future variances to achieving the target.

Increased tons/ hour by

14%

while reducing variability from mean by 28%

We now have the structure in place to standardize the way we operate and manage our process.

Department Team Leader

Related Information

industry-based

Project Director

Working Capital

Hamid has over 20 years of experience as a management consultant. He has a wealth of experience in process and operational improvements, corporate strategic planning, development and deployment, global sourcing, supply chain management as well as working capital improvement experience (A/R, A/P, Contract & Vendor Management, Inventory, MRO/Materials & Supplies).

Project Director

Mining

Sean is an executive with more than 17 years of experience in operational management, process improvement, cost reduction, revenue enhancement and consulting in multiple industries, including mining. He has participated in several operational engagements in the mining sector worldwide.

Director of Operations

Mining & Metals

Collin is a senior operations executive with 24 years of experience, including Mining & Metals performance improvement projects that convert strategic intent into deliverable actions. An enthusiastic team leader and player who believes in consensus building and participative decision-making, Collin’s recent work has spanned the United States, Canada, Mexico, Brazil, Colombia, Chile, Jamaica, Indonesia, Madagascar, North Africa, West Africa and South Africa.

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