Phase II: UG Ops MOS Project (Contractor)

Facilitated...

● Develop single source of truth concept to enable:

● Production Data Verification● Real-time data stream - 'Trusted'● Plods redevelopment and

accountability● Enabling SIC Tool and requisite

actions● Reinforces 7 Active Management

Behaviours● Restructured Mine Control

Phase I: Tech Services MOS Project

Governing Principles

The Benefits: ● Lowest TRIFIR since November 2014● Highest ever MReefs tonnes in one month in 30 months● Record drilling month ever and quarter - ever● All areas exceeded the Budget as well as the RMP for the first time

since the commencement of the Western Flanks

The Problem: ● Production was low, the contractor underperforming● The Technical Services department could not produce quality plans and

schedules on time / in full

The Causes: ● Ineffective business processes and organisational structure● Inadequate technological enablement● A counterproductive culture, lack of focus and teamwork, driving poor

behaviours, compounding the situation

The Solution: ● A more supportive culture and more productive behaviours● Streamlined business processes● A modern collaboration platform resulting in transparency and alignment

The Project: ● Business processes were mapped, critiqued and improved● The requisite culture and behaviours were identified and formal

coaching of all team members commenced● A cutting-edge, online collaboration platform was configured and

introduced● Formal coaching from change management specialists continued

Outcomes and Results:

● A realigned department structure with no extra engineers● Massive productivity increase, lifting output from the department ● Engineering bottleneck removed

Why it Worked: ● Leadership committed to the project● The manager provided full-time team project team members ● Specialised external support for change management, process

reengineering and configuration of collaboration platform

MOS Diagnostic

Storyboard: MOS Project at Large West Australian UG Gold Mine

The First Principles team have helped unlock great value for our mine by assisting my team to improve our systems and build easy visual

tools to track and monitor performance. This has facilitated a step change in our ability to identify and address key bottlenecks and to

highlight opportunities.

First Principles also worked with the department supervisors and leaders, focusing on behaviours and practices across the teams on continuously improving. We have seen an uplift in all areas of the department’s performance ,which has paid back the investment

multiple times over.

UG Mining Manager, Large Australian Mining Company

I’m proud of our team for having analysed the problems and facilitated the implementation of bespoke solutions exactly in tune with requirements

Mark Franklin, GM, FPC

What is in place so far?● Resourcing & Responsibility

✓ MOS champions in place and continuing● Documentation

✓ Documentation for MOS scope in place and up to date✓ Procedure review scheduled

● Accountability (Process Owner)✓ Accountability for MOS scope embedded

● Enablement Tools & Technology✓ VSTS and reports are in place

● Timeliness & Consistency of Outcome✓ KPIs and weekly reviews in place

● Metrics✓ Leading KPIs in place

● Governance & Compliance✓ Leadership expectations in place✓ PDCA log built into SIC tool✓ MOS Audit processes

Kotter's 8 Steps of Leading Change Balancing between Chaos and Bureaucracy

The Trinity: People, Process, Technology MOS: Management Operating SystemDeming's PDCA Cycle

Phase II: UG Ops MOS Project (Contractor)Phase I: Tech Services MOS ProjectMOS Diagnostic

Sublevel Cave Shutdown

Xmas

12 Months from project start:

24% Production Increase!

(avg t/day Hoisted)

Findings on MOS Heatmap

Other Key Findings● Planning & scheduling processes ineffective● Too many and ineffective meetings● Reporting ineffective● Operational Discipline inconsistent● Communications: mixed messages● Organisation Structure sub-optimal● Poor role clarity, difficult to hold people accountable● Lacking a critical mass of experienced people,

compounded by ineffective systems to support them

Facilitated...● Development of customer

centric approach with requisite Leading Indicators and priority adjustments

Majority of Issues in Planning Processes

Initial Constraint in Tech Services

MOS Team Project Kick Off Workshop

Dedicated Project Team Members

Leadership, Sponsorship, Governance Facilitated...

● Drove cultural changes to enable empowerment and improve levels of work

● Restructured BAPL Senior Team● Identified Key Indicators which drive

margin and inculcated into Management Platform

MOS Team Project Kick Off Workshop

5Ps● Purpose● Participants● Process (Agenda)● Preparation● Product

Payment Pillars/KPI's are all improving: Safety, Volume (TMM), Schedule compliance, Cost, QA/QC

.FirstPrinciplesConsulting.com

First Principles have been working with the Byrnecut team to improve the underground mine performance. This has included looking at our

systems of work and building some visual tools which have enabled us to easily and promptly identify issues and ask the right questions to ensure a better result. The other key component for our team has been the

coaching and mentoring and identifying levels of work and accountability.

Mark Day, UG Project Manager, Large

Australian Mining Contractor

AS-Is processes mapped & critiqued 1:1 Coaching & mentoring

Improved Many Meetings

Kanban boards: clarity and accountability

Engineering Backlog Cleared!

Engineering Backlog Creates Bottleneck

Tech Services Leading Indicators SIC Tool

From ‘Just Too Late’ to Planning Ahead

Systematically Restructured OrgChart

7 Active Supervisory Management Behaviours

Processes Mapped and Critiqued

Tool Time Analysed

Clear Monthly Reports

Short Interval Control - Gamechanger!

Many detailed DILOs

STARR Framework