Continuous Improvement on a Shoestring Budget
Mrs Harvey Wilson (Senior Manager, Sustaining Capital & Consulting Services - SNC-Lavalin)
Improving Mine Operations – an activity that can elicit a feeling of great satisfaction; for others a feeling of disappointment and failure. In either case, most have a strong opinion. We have seen a large spectrum of improvement programs and identified two major flaws in many of their execution: first, the lack of realistic expectations, in terms of project execution (quantity, benefit, and timing) and second, how people resources are being utilized to execute on the projects. By creating a resource bank account and monitoring projects based on the same concepts of asset management, companies can change the direction of these continuous improvement programs and clear the way for significant success. We will explore these concepts using real case examples in this paper.
