PROVEN METHODS…NO FLUFF…COMMON SENSE APPROACH…HONEST FEEDBACK

about what works and doesn’t work when it comes to achieving BEST POSSIBLE performance.

The MiningOpportunity 3-step process creates a “best possible” platform that helps leaders maintain a “best possible” focus in day-to-day activities, which MAXIMIZES PROFIT and SUSTAINS “BEST POSSIBLE” RESULTS in everything they do. This management platform is linked to assets, the organization and the management team. It increases profit, improves the corporate culture and accelerates change.

MiningOpportunity Training Outline

Begin With the End in Mind – Setting Expectations

• Journey Overview
• Removing “The Lid”
• 3 Main Steps to “Best Possible” Results
• Case Studies – “Mining” Examples
• Change Your Perspective… Change Your Performance: Million Dollar Shifts
  
• Barriers That Will Sabotage Your Efforts
• “Best Possible” Platform – Components
  
• Different Questions, Different Problems, Different Solutions, Different Results
• Making Everyone’s Job Easier – More Money, Fewer Problems, Happier People, Faster Change
  

STEP 1: Create Your “Best Possible” Dataset

Examples: Where to Look – Assets, Organization, Management

Let’s Go Exploring!

• Finding Profit Opportunities – General Guidelines
• Valuing Profit Opportunities – Margin Calculation, 4-Step Valuation Process
• Exercises

Managing the Discovery Process:

• Reporting Profit Opportunities – Gather Opportunities, Review Valuations, Approve Moving Forward, Track Progress
• Top __ List (10,20, etc), What the Totals Mean, Totals Go Up and Down
• G/L Connection – Impact on Revenues/Costs, Event-Based Costs (the 3rd cost category), Expectations of the CFO/Controller (The Goal)

Linking Measures to Dollars

• Guidelines for Setting “Best Possible” Targets – Maximum/Minimum/Another Choice (Design, Corporate Culture)
  
• Equipment Optimums – Delays/Capacity/Recovery
• Department Optimums – Internal vs. Value Stream Considerations
• Exercises

Chart Format

• 3 Sets of Data Tell a Story, Grouping Charts
• Strategies for Use
  

STEP 2: Change Your Perspective… Change Your Performance!

• Group Review – Concept of Profit Potential
  • Problems = Opportunity
  • Valuation of Losses
  • Selection of Measures
  • Establishing “Best Possible” Targets
  • Charts

• “Hazard Training” for Change and Optimization
  
  • Improvement Sabotage – Examples
    
  • Your Barrier Dam – What’s Holding You Back
    • HIDE Potential
    • DIVIDE People
    • HINDER Change
    • MOABs (Mother of all Barriers) – Simultaneously Affect Profit, Culture, Change – Management Teams
  • Barrier Removal Strategies – Become Demolition Experts – Hide, Divide, Hinder, MOABs
    • Situational Awareness Training – Interactive Group Exercises
      

• Group Review – Concept of Barrier Removal
  • Barrier Removal Concerns
  • Barrier Removal Tools/Techniques
  • Million Dollar Mindset Shifts
    

• Readiness Conversation

 

 

STEP 3:  Build Your Best Possible” Platform

Strategically Link “Best Possible” Data, Concepts and Tools to Elements of the Management System where Profit Potential is Most Likely to be found. Remove Barriers that Stand in Your Way. 

Equipment Management, Control/Response Plans, ISO

• Can We Meet Budget? vs. How Good Can We Be?
• “Best Possible” Trends for Productivity, Delays, Consumables
• Control/Response Plans Minimize Losses
• ISO Links to “Best Possible” Metrics and Audits
• Examples: The 10-Minute Million Dollar Problem, Tire Management, Water for Drills
• Strategies: Communicating Trends, Daily Meetings, Project Management
  

Budgets

• New Context for Budget Goals, Stretch Goals, Long Term Plans
  
• Example: Drill Utilization
• Strategies/Tools: Budget Target Reasonableness Check, Charts in Budget Review Process, Budgeting for Potential?
• Interactive Group Discussion

Capital Requests

• Need/Timing Justified with “Best Possible Metrics
• Strategies/Tools: “Big Picture Thinking”, Project Management, Process Characteristic Matrix
  
• Interactive Group Discussion

Expansion Capital

• Need/Timing/Placement Justified with “Best Possible Metrics, Can we postpone?
• Example: $80,000,000 Expansion almost Misplaced
• Strategies/Tools: Capacity Chart, “Big Picture Thinking”, Value Stream Management, Process Characteristic Matrix
• Interactive Group Discussion

Working Together/Corporate Culture

• Problems = Opportunity, Freedom to Speak, Trust, Mixed Messages, Choices have Value, Trust/Profit Curve
  
• Examples: “Rabbits”, Safety Story, Sites vs. Corporate (Hydraulic Part) 
• Strategies/Tools: Culture Engine, Communications, “Big Picture Thinking”, Process Characteristics Matrix 
• Interactive Group Discussion

Project Management/Value Stream Management

• Escaping the Confines of the Organization Chart, One Goal, One Team
  
• Examples: Start-Up Process, Permitting, LOTO, Too Much Sunlight/Not Enough Water
• Strategies/Tools: Sudoku Exercise, Value Stream Capacity Chart, “Big Picture Thinking”, Process Characteristic Matrix
• Interactive Group Discussion

Leadership Team Processes/Choices

• What’s Not Working – Weak Points that Cause Problems
• Barrier Management Review – Hide/Divide/Hinder Barriers, Collisions (MOABs)
• Culture Engine (Truth, Trust, Mixed Messages), Trust vs. Profit Curve
• Interactive Exercises: Keep Your Water Clear, Sudoku
• Examples: D&B, Engineering, “Joe” (Personal Power vs. Team Power) 
• Sports Plays – New Interactions – Culture Engine, 11am Meeting, Shift Change Handoff, Supervisor Culture Map 
• One Goal, One Team – Value Stream Management, Process Characteristics Matrix, Mindset Shifts
• Interactive Group Discussion

Site-Wide Optimization – Assets, Organization, Management – Are We There Yet?

• Best Possible” Metrics Used by Production/Support Functions – Profit Potential Identified, Quantified, Reduced
  
• Single Goal that Unites the Workforce and Promotes a “One Team” Attitude
  
• People Work Together with “Best Possible” Performance Intentions and a Way to Measure Their Own Performance
• New Management Choices and Interactions Remove Barriers, Maximize Profit and Accelerate Change
• Interactive Group Discussion

• Train to Sustain:
  • The Way We Do Business:
    • “Best Possible” Performance and Working Together Concepts
    • New Data, New Perspectives and New Strategies for Managing Assets and the Organization
  • A New Focus and Way of Working Together – What We Fix, Measure and Talk About
    • What We Fix: Problems That Prevent “Best Possible” Results, Barriers that Hold Assets and People Back
    • What We Measure: Dollars Left on the Table, Measures Linked to Losses, Optimization Progress
      
    • What We Talk About: How to Achieve “Best Possible” Results, How Losses affect Management Decisions, Problem Solving and Communications
  • Interactive Group Discussion

NOTE: Some tools and techniques listed above were developed by Kay over her career to help leadership teams defeat Hide/Divide/Hinder barriers. They help management teams see “the Big Picture”, make better decisions, tear down silos and strengthen the corporate culture. They are presented as examples of tools and techniques that have improved profit, corporate culture and management effectiveness. Some of these tools and techniques may not be needed in your company, depending on your “best possible” goals, data available to management, characteristics of your corporate culture, and barriers that your management team is facing.

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Spend a Day with Kay – Annual Refresher – Great for refresher training or an annual retreat as part of your sustainability plan. After establishing your “Best Possible” Platform, meeting once a year lets us reconnect, assess your progress and provide targeted support for the specific issues you may be struggling with. Can be More Than One Day, for existing clients.

Here are the rules for the retreat:

• My goal is to make you all experts in “best possible” performance strategies and tactics.
• The shift to a “Best Possible” Culture is a new way of doing business… a new way of thinking, new questions, new problems to solve, new ways to solve them, and a new level of performance that you want to sustain for years to come. Some parts of the shift to this new way of working go quickly, others may take more time until you feel confident.
• We can do One Day per site, One Day per division… We will plan the number of days we need together before we meet. 
• You set the agenda. Any question related anything we covered in any of the training sessions is OK.
• You select the attendees. I will review the attendee list and may suggest that additional people participate for certain parts of our discussion.
• Our goal is to SOLVE AS MANY OF YOUR PROBLEMS AS POSSIBLE so you can avoid backsliding and continue to make progress.