Client List | Other Mining Experience | Testimonials

Client List and Scope of Work:
My consulting practice helps companies from all industries improve performance. Several clients listed are mining companies, but I do not limit my services to the mining industry.

Peabody Energy (2005-2007)
Value Stream Process Mapping, Capacity Charts, Dashboard Charts, Opportunity Logs (population and log management), Valuation of Opportunities, Setting Process Optimums, Integration with budget and capital requests, Idea Feedback Loop, Culture Change, Asset Delay Management (operations and maintenance), Managing / Sustaining their Continuous Improvement Program.

• Operations that I worked with:
  - Rawhide and Caballo Surface Mines (Wyoming)
  - Kayenta and Black Mesa Surface Mines (Arizona)
  - Rocklick Coal Preparation Plant and Harris U/G Mine (West Virginia)
• Coached Mine Management Teams on their role in Leading/Sustaining Continuous Improvement
  • Topics: Value Stream Process Mapping, Capacity Charts, Dashboard Charts, Opportunity Logs (population and log management), Valuation of Opportunities, Setting Process Optimums, Integration with budget and capital requests, Idea Feedback Loop, Culture Change, Asset Delay Management (operations and maintenance), Managing / Sustaining their Continuous Improvement Program.
  Facilitated Process Improvement Teams
  • Tools: Process Flows integrated with customer/supplier requirements, measures, optimums and opportunities for improvement, SOPs, control charts, dashboard charts, communications designed to break down barriers between departments, value stream mapping / perfect world scenarios / capacity charts, Asset Delay Management (operations and maintenance).
  • Team Training Materials: Designed training materials and facilitated team training
  • Teams Facilitated:
    • Coal Haulage - revenue optimization, minimize lab sample variation, focus on optimizing sourcing from multiple seams to control product quality, drivers of product quality
    • Preventive Maintenance - PM task efficiency, kitting, improved communications between operations and maintenance, more efficient warehouse processes
    • Fueling - minimized fueling downtime, oper/maint working together
    • Drilling / Blasting - SOPs, improved communications with engineering, standards for repetitive tasks
    • Operating Delays - team training, data gathering
    • Dragline - rehandle, reduced cycle time, improved communications between operations and engineering
    • Hauling - haul cycles, fueling delays, improved load tracking methods
    • Belt Splicing - splicing procedures, splicing downtime, belt installation planning
    • Belt Moves - productivity losses from moves, move procedures, coordination between shifts, move planning
    • Production Scheduling - optimum CM schedule with existing workforce
    • CM Battery Change - charging delays, SOPs, travel times to charging stations
    • Chute Plugs - chute plug delays, SOPs
    • Loadout - train delays, loadout delays, increasing tph
    • CM Team – efficiency between shifts
    • LW Team – Set-up and planning for moves, productivity during shift
    • Process Control: coal recovery, magnetite usage, bypass to control BTU and ash for varying coal types
    • Mine Start-Up - defined extensive multi-departmental process for consistent mine start-up, addressed interdepartmental touchpoints (internal and external, including contractors and regulatory agencies), creation of new documents and processes to reduce start-up delays
    • Contract Management - identify opportunities for cost reduction and productivity gains for main belt line connecting multiple feeder mines to prep plant.
• Coaching for Continuous Improvement Coordinators
• Developed Program Documentation for Corporate Continuous Improvement Program

Kennecott Utah Copper Corporation

• Implemented a site-wide Operations Improvement System focused on Process Control, Measuring the Right Things, and Identifying and Valuing Hidden Improvement Opportunities.
• Value Stream Capability and Analysis (Capital Avoidance, Prioritize Improvement Efforts)
• Process Flows – Mine Planning, Drilling, Blasting, Loading, Hauling, Grinding, Flotation, Hot Metals, Anode Plant, Refining, Precious Metals, etc. with a focus on customer/supplier relationships
• Equipment Delay Capture, Analysis, and Valuation (Drills, Shovels, Haul Trucks, SAG and Ball Mills, Smelting Furnaces, Anode Prep, Tankhouse, Stripping Machines)
• Process Control and Response Plans – Mobile and Fixed Plant Equipment, Production Support Processes
• Valuation of Lost Opportunities using Cost of Quality theory and a Graduated Valuation Method Tied to Cash Flow (Mine and Plants)
• Optimums (Production, Operating Hours, Throughput Rates) for Drills, Shovels, Haul Trucks, SAG and Ball Mills, Filter Presses, Smelting Furnaces, Anode Plant, Anode Prep, Tankhouse, Stripping Machines)
• Global Optimums for Mine and Fixed Plants and Value Stream
• Bottleneck Analysis for Value Stream
• Trend Charts tied to Opportunities for Improvement and Active Projects
• Dashboard/Cockpit Charts designed to Track Continuous Improvement and Identify Opportunities
• Project Tracking with a Focus on Execution to Sustain Improvements
• Customized Operations Improvement System that supports Six Sigma and ISO-9001 with Linkages to ISO-14001
• Eliminating Barriers to Improvement, including reporting gaps, behavioral issues, workforce perceptions and workplace silos, and development of strategies to eliminate them
• Training/Implementation focused on “Helping Employees See Problems as Opportunities” and “Changing the Way We Work” at all levels in the organization
• Workshops designed to accelerate progress and understanding at all organization levels
• Coaching management levels on driving improvement and incorporating improvement tools into daily and monthly activities and the budgeting process.
• Developing internal experts and New Employee Training Materials to sustain improvement

Cleveland-Cliffs, Inc.

• Implemented Cost of Quality Initiative in FORCE21 program
• Valuation of Lost Opportunities using Cost of Quality theory (Mine and Plants)
• Trend Charts tied to Opportunities for Improvement and Projects
• Optimums (Production, Operating Hours, Throughput Rates) for Haul Trucks, Shovels, Grinding Lines, Pelletizers, and Rail Systems
• Determining Global Optimums and Bottlenecks
• Training/Implementation focused on “Helping Employees See Problems as Opportunities”
• Workshops designed to accelerate progress and understanding at all organization levels
• Developing internal experts and New Employee Training Materials to Sustain Improvement

Rio Tinto Asset Utilization Group

• Streamlining and Reformatting Process Documentation – Asset Utilization Program

Desert Schools Credit Union

• Process Flows (+100), Process Orientation sessions to strengthen customer/supplier relationships, Process Standards for Marketing and Customer Support

Other Experience:

Cyprus Amax Minerals Company (19 years):

Continuous Improvement – Quest21

• Helped drive lower costs and improved efficiencies in copper, coal and moly mining operations and processing facilities.
• Designed and Implemented Cost of Quality (Process Failure Costs) and Performance Measurement for production facilities and admin locations in the U.S./Alaska, Canada, South America
• Coached Senior Management on Continuous Improvement Reporting/Data Interpretation and Communication Strategies

Operations Business Support

• Financial/Operational/Projects - Analysis, Budgeting, Reporting
• 3 Mining Divisions (Metals, Coal, Gold), Exploration, Support Functions (Accounting, Marketing,
  Materials Management)

Systems Design and Implementation

• Mobile Mining Equipment Tracking System
• On-Line Maintenance System
• Enterprise-Wide Budget System

On-Site Support - Cyprus Empire Mine, U/G Coal, Northwest Colorado

• Utility Contract Administration, Operational Analysis, Budgeting/Forecasting, Systems Support

Personal Contributions to Performance:

• Continuous Improvement work helped reduce division costs by 10-20% over 2 years.
• Saved $1,000,000 by changing the process for utility contract analysis.
• Eliminated a 7-year communication barrier between departments managing $1B in revenue.
• Reduced division financial close cycle time by 4 business days by eliminating delays.

Arizona Mining Association (5 years):

• First Chairwoman of Public Relations
• Organized First National Hard Rock Mining Contest and First State and County Fair Mining Exhibits in Arizona
• Voted “Top Speaker” in State-Wide Teacher Mining Education Program

Testimonials:

“In the Cyprus organization, we were successful in lowering costs by 30% over a 7-year period. Integral to that effort was a clearly defined quality program with measurement parameters, which were developed and understood by the employees in the field who had the greatest opportunity to affect our success. Knowing the “hidden costs” (as represented by opportunity costs missed) and having well defined optimum performance targets, employees and management were provided with areas to improve upon which would directly lower costs and improve profitability. Kay Sever was committed to this effort with the field employees, demonstrated effectiveness in her commitment with top management and relentlessly documented the process to provide repeatability for results. Her commitment went beyond the every day course of business…She is a diligent person who works well with all levels of an organization and thrives on results.”

Jeff Clevenger, Former President, Cyprus Climax Metals Co., former Executive Vice President, Cyprus Amax Minerals Co.

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“Very few of the site personnel had as broad a vision as you when it came to understanding the subsequent impact of operating decisions across the whole of the company. This allowed us to identify and capture synergies…that had otherwise gone unnoticed…Your interaction with the sites, at all levels of their organizations, while not easy, was outstanding…There was never a time when you were not available to discuss with anyone the intricacies of the concepts…Without the ability to effectively communicate across our entire operating organization, we would have been much slower in recognizing the results of the program…Lastly, but perhaps most importantly, was your incredible enthusiasm for the program.”

Bill Champion, Former Senior Vice President, Cyprus Climax Metals Co., former Executive Vice President, Cyprus Amax Minerals Co.

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“Kay’s contributions to the results of the team effort were significant in the areas of content, teamwork, and communication. She has a unique ability to meld accounting protocol with the needs of field operations. She also has the enviable ability to communicate with all levels of an organization.”…”Her professional approach to a task is melded with a friendliness and cooperation that is unique.”

Steve Rennell, Operations Manager, RAG Coal West

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“Kay Sever is a highly competent and confident professional whose extensive work and life experience make her an asset to any organization…Kay possesses a solid work ethic…She knows how to set goals and operationalize them to get the job done…Kay’s considerable professional knowledge and skills in combination with her conscientious and astute interpersonal skills make her exceptionally qualified for a wide array of roles within the business or educational sectors.

“Kay is a superb communicator…I have been particularly impressed with Kay’s excellent presentation skills (Topic: The Economic Impact of the Copper Industry on Arizona, the US and the World)… Kay is a life-long learner. She has an insatiable appetite for new knowledge and new ways of looking at or thinking about the world… Unequivocally, Kay has my highest endorsement.” Please contact me at (602)266-4416 if you require additional information about Ms. Sever.”

Dr. Larry McBiles, Director of Education, Arizona Mining Association