Perfecting the Art of
VALUE STREAM MANAGEMENT
PERFORMANCE … OPTIMIZATION … CULTURE … CHANGE
Perfecting the Art of
VALUE STREAM MANAGEMENT PERFORMANCE
OPTIMIZATION … CULTURE … CHANGE
OptimiZ Consulting LLC
Box 337, Gilbert, AZ   85299   USA
Office: 480-545-9095
Cell: 480-223-2230
kay@miningopportunity.com

PAST PROJECTS:

  • Operations
  • Maintenance
  • New Mine Start-Up
  • Support/Admin Departments
  • Management Team Training/Development

PROJECT LIST – OPERATIONS
FUNCTIONS: Drilling, Blasting, Loading, Hauling, Crush/Convey, Mill, Smelting, Refining, Tailings, Pelletizing, Longwall/CM, Prep Plant, Rail Loadout, Quality Labs, Power Plant
PEOPLE: Executives, Managers, Superintendents, Supervisors, Engineers, Department Heads
SCOPE:

    • Equipment Productivity (throughput), Delay Management (utilization, controllable delays)
    • Hidden Equipment Capacity, Value Stream Potential, Bottleneck Analysis
    • Culture Change –Building Trust and Better Collaboration with Maintenance to Optimize Performance
    • Design/Implementation of Mobile Equipment Productivity Tracking & Reporting System
    • Design/Implementation of an operator-updated Delay Tracking system for fixed plants   
    • Setting Process Optimums – strategies tied to budget and culture change
    • Cost of Quality – Valuing Losses &Eventscustomized for mines/plants, communications tied to culture change
    • Calculating Excess Costs, “Surgical” Cost Reduction
    • Key Measures – Tied to value creation, cascading KPIs, trending, communication strategies
    • Customer/Supplier Requirements- internal/external, between process steps, between suppliers
    • Process Requirements – tied to operator training programs
    • Control & Response Plans – Process Control, Corrective Action to Minimize Losses, tied to ISO-9001 audits 
    • Truck/Loader Tire Management Systems
    • Training Management System – linked Supervisor to Crew Qualifications/Promotion Criteria
    • Improvement Team Facilitation – Fleets, Costs, Communications 

PROJECT LIST – MAINTENANCE
FUNCTIONS: Delay Tracking/Analysis, Planning, Execution, Training, Communications
PEOPLE: Executives, Managers, Superintendents, Supervisors, Engineers
SCOPE:

    • Delay Management (Availability, Controllable Delays)
    • Daily/Weekly Maintenance Plans, 12 hour plans for shifters 
    • Streamlining PMs by Fleet 
    • Culture Change –Building Trust and Better Collaboration with Operations to Optimize Performance
    • Hidden Equipment Capacity
    • Design/Implementation of a Mobile Equipment Productivity Tracking & Reporting System
    • Setting Process Optimums – strategies tied to budget and culture change
    • Cost of Quality – Calculating/Valuing Lost Production, Events, Project Valuation – customized for mining/plant applications, communication strategies tied to culture change
    • Key Measures – Tied to value creation, trending, communication strategies, department relationships
    • Improvement Team Facilitation – Fleets, Costs, Communications 

 

PROJECT LIST: NEW MINE START-UP
FUNCTIONS: Geology, Engineering, Environmental, Permitting, Production, Contractors, Outside Agencies, Corporate Groups, etc.
PEOPLE: Executives, Managers, Engineers, Department Heads
SCOPE: Work with a large cross-functional team to design a repeatable start-up process for amining operation.

    • Analyze delays and financial losses associated with prior start-ups.
    • Re-order steps to avoid delays and changes in scope or direction.
    • Design implementation strategy that involved all parties that touch the process (corporate, division, site level, outside agencies).
    • Reach agreement and build commitment between all parties.
    • Design roll-out presentation and facilitate training session with all groups.
    • Document the process for training purposes.  

 

PROJECT LIST – SUPPORT/ADMIN DEPARTMENTS
FUNCTIONS: Engineering, Environmental, Permitting, Procurement, Accounting/Reporting, Marketing/Distribution, Training, I.T., Project Management, Lab, etc.
PEOPLE: Executives, Managers, Superintendents, Supervisors, Engineers, Department Heads
SCOPE:

    • Customer/supplier requirements – support of production functions
    • Operations/Maintenance/Procurement/Warehouse cooperation & collaboration
    • “Big Picture Thinking” – Cross-functional project management and problem solving
    • Setting Process Optimums – strategies tied to budget and culture change
    • Cost of Quality – Calculating/Valuing Lost Production, Events, Project Valuation – customized for functional departments, communication strategies tied to culture change
    • Key Measures – Tied to value creation, trending secrets, communication, department relationships
    • Customer/Supplier Requirements- internal/external, between process steps, between suppliers, environmental requirements
    • Permitting Process – cut several months off of permit approvals
    • Training, communications & follow-through 

 

PROJECT LIST: PROJECT MANAGEMENT
FUNCTIONS: Operations, Maintenance, Engineering, Permitting, etc.
PEOPLE: Executives, Mine/Plant Managers, Engineers, Superintendents, Supervisors
SCOPE:

  • Project Design & Implementation designed for sustainability.
  • Use “big picture thinking” to get the right people involved.
  • Project tracking that facilitates holding people accountable for their part.
  • Implementation does not end when the equipment starts up.
  • Include sustainability steps in implementation plan.

PROJECT LIST: MANAGEMENT TEAM TRAINING/DEVELOPMENT

  • PROCESSES: Value Stream Management Activities (Tapping Profit Potential, Budgeting/Forecasting, Capital Approvals, Capital Expansions, Cost Reduction Strategies, Key Measures, Incentive Plans, Policies, Communication Strategies, Org Charts, Vision/Mission Statements, Planning/Training Strategies and Systems, Project Management, Problem Solving, etc.)
  • PEOPLE: Executives, Managers, Superintendents, Supervisors, Engineers, Department Heads
  • SCOPE:
    • Teach value stream management (i.e., horizontal management) strategies and tactics to the team.
    • Reveal millions of dollars in hidden losses due to organizational weaknesses that only management can fix.
    • Teach strategies for setting optimums; incorporate process optimums into budgets and capital requests.
    • Use key measures/trends strategically in communications to share the big picture and change the culture.
    • Develop “Big Picture Thinking” so that departments can “co-own” cross-functional projects and problems.
    • Raise awareness about barriers to change created by management processes and management teams.
    • Provide tools and strategies that help management teams remove their barriers to change (confusion, conflict, mixed messages, mistrust, etc.)
    • Build trust and credibility within the team and with the workforce.
    • Build confidence of managers, superintendents and supervisors during the change process.
    • Set expectations that are measurable and achievable at the mine/plant level.
    • Emphasize the power of choices in the change process.
    • Design and implement “missing” management processes tied to expectations (shared supervisor responsibilities, non-supervised work groups, etc.)
    • Business coaching for new superintendents – problem-solving strategies, communications with superiors, removing barriers for their people, etc. 
    • PROCESS FOR SUSTAINING CHANGE – Fully integrated into the management system.

CALL FOR LEARN MORE ABOUT HOW OUR EXPERIENCE CAN BENEFIT YOU!
480-545-9095 or 480-223-2230

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OPPORTUNITY:
An odorless invisible element defined as a favorable set of circumstances in business. The only element with an infinite atomic number and weight. When discovered, it reacts with management strategies and corporate cultures to produce a desirable green substance found in financial institutions.