T Development Concept GORDY WILLIAMS EDI Resources The Take - - PowerPoint PPT Presentation

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T Development Concept GORDY WILLIAMS EDI Resources The Take - - PowerPoint PPT Presentation

Oct 24, 2022 127 likes •420 views

T Development Concept GORDY WILLIAMS EDI Resources The Take Charge Supervisory Development Concept A comprehensive survey of thirty-fjve mining operatjons that had recently completed supervisory training programs showed disappointjng

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T Development Concept

GORDY WILLIAMS

EDI Resources

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The Take Charge Supervisory Development Concept

A comprehensive survey of thirty-fjve mining operatjons that had recently completed supervisory training programs showed disappointjng results. Expectatjons of increased productjvity, improved safety, reduced violatjons, reduced costs, etc. were not achieved.

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The Take Charge Supervisory Development Concept

Here is another interestjng survey that has been used at hundreds

  • f mines.

Entjre management teams from senior managers to front line s partjcipants were instructed to equate 100% effjciency to the following:

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100% Equates to:

  • Planning throughout the mine is efgectjve
  • Managers and supervisors are proactjve
  • Our management team and workforce is actjvely engaged
  • Accountability is a strong practjce
  • Communicatjon is efgectjve throughout the mine
  • Good decision-making skills are exhibited most of the tjme
  • Co-operatjon between departments is good

Effjciency Level Exercise

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Opinions About Effjciency Levels

  • Senior Managers
  • Middle Mine Managers
  • Front Line Productjon
  • Front-line Maintenance
  • Workers
  • 85%
  • 70%
  • 58%
  • 53%
  • 48%
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The Take Charge Supervisory Development Concept

Couple these results with a recent study which found that the value of a “proactjve” supervisor compared to a “status quo” supervisor can be more than $1 million to your company’s botuom line

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The Take Charge Supervisory Development Concept

Why Do Most Supervisory Training Programs Fall Short

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Too Much Stufg Classroom Presentatjons Are Not Relevant Lack of Accountability The Training is Implemented in a Vacuum Lack of Meaningful Performance Improvement Measures They Are Programs

Why Do Most Supervisory Training Programs Fall Short

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The Take Charge Supervisory Development Concept

The TAKE CHARGE Concept

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Developed specifjcally for the mining industry Includes input from over 100 mining operatjons Includes 3 years of performance data in the follow areas:

Management Practices Index

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Performance Data

1. Productjvity 2. Incident/Accident Data 3. Compliance 4. Equipment Availability 5. Equipment Utjlizatjon 6. Costs

Management Practices Index

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The Winners

These are the Mining Operatjons that have achieved annual performance gains of at least 10% in the past 3 years

The Also Rans

These are the mining operatjons that have had annual performance gains of 5% to 10% in the past 3 years

The Losers

These mining operatjons have experienced performance gains of less than 5% in the past 3 years The Take Charge Supervisory Development Concept

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  • Synergy Factor – The cooperatjve actjons among departments and levels of management to

achieve or exceed mine goals (safety, productjvity, costs, etc)

  • Equipment Optimization Factor – Indicates degree of asset ownership by operators,

productjvity focus of mechanics, efgectjveness of maintenance planning and scheduling, parts availability, etc.

  • Management Communication Factor – indicates efgectjveness of horizontal and

vertjcal communicatjon throughout the mine

  • Leadership Factor – Indicates efgectjveness of leadership practjces in all departments and levels
  • f management
  • Planning Factor- Indicates the efgectjveness of planning actjvitjes throughout the mine. This

includes daily, weekly, and long range planning, maintenance planning, etc.

MPI Categories

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  • Individual Needs Factor – Profjles how well management team members feel their needs

for recognitjon, inclusion , respect and appreciatjon are met.

  • Engagement Factor – Indicated the degree(s) of individual and collectjve engagement

throughout the mine.

  • Safety Factor – Expresses individual and collectjve opinions of the “safety program” including

policies, practjces, attjtudes, compliance with regulatjons, and perceived results

  • Accountability Factor – This includes the degree of individual and collectjve accountability

practjces in all departments and levels of management

  • Training Factor – This evaluates the efgectjveness of our training actjvitjes (or lack of) throughout

the mine (operator, maintenance, management, safety).

MPI Categories

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  • Enables you to identjfy opportunitjes to get betuer
  • Helps you recognize positjve performance areas throughout the mine
  • Helps to tailor the content of the TAKE CHARGE concept
  • The MPI is administered again at the conclusion of the TAKE CHARGE

sessions

  • Enables the company to measure the efgectjveness of the TAKE CHARGE

process

The MPI is a snapshot of your mine from 10,000 feet

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The TAKE CHARGE Training Process

 The TAKE CHARGE classroom sessions are conducted once per month Each sessions presents one prime supervisory skill set at a tjme The training modules are mining industry specifjc The sessions are scheduled over a 12 month period of tjme In the month following each classroom session, the supervisors are held accountable to implement and practjce the skills and tools learned in session Middle mine management personnel are assigned coaching tasks to help the supervisors complete their assignment The fjrst part of each session is the report card- How did we do?

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How to increase worker and crew engagement

Classroom Agenda

1. What does workplace engagement really mean? 2. What are the characteristjcs of an engaged worker? 3. What are the characteristjcs of an engaged crew? 4. Are some supervisors disengaged? 5. Role Play- The disengaged shop mechanic 6. How does having an engaged crew change your job? 7. Skills and tools that will help mining supervisors build an engaged crew

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Job Related Engagement Actj tjvitj tjes

  • 1. Using the TAKE CHARGE engagement scale, each supervisor will determine

the engagement level for each of their workers

  • 2. Each supervisor will follow up the classroom exercise by obtaining

engagement input from their crew.

  • 3. Each supervisor will develop a plan to increase employee and crew
  • engagement. This plan is implemented following the classroom session.
  • 4. Each supervisor will present a report on their experience at their next

training session

On The Job Assignments

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How To Improve Individual And Mine Wide Communicatj tjon

Classroom Agenda

1. The types of communicatjon that occur in a mine 2. Typical miscommunicatjons or communicatjon breakdowns in a mining operatjon 3. Role Play- How good are your verbal communicatjon skills 4. The 4 essentjals of communicatjon 5. The 100%/100% communicatjon model 6. How communicatjon skills efgect safety, productjvity, compliance, etc. 7. The communicatjon wheel 8. THE QUESTION – The supervisors most valuable communicatjon tool 9. Case Problem – How good are your listening skills

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Job Related Communicatj tjon Actj tjvitj tjes

On The Job Assignments

  • 1. Class breakout exercise- In groups of 3, the supervisors will identjfy at least

5 communicatjon problems efgectjng mine performance

  • 2. A master list of mine-wide communicatjon problems or issues is built
  • 3. Actjons plans are devised to address the 5 most critjcal communicatjon

problems

  • 4. Designated supervisors will report the status of each actjon plan at the next

classroom session

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Problem Identj tjfj fjcatj tjon Skills

Classroom Agenda

  • 1. What is a problem? What is an issue?
  • 2. The 4 types of problems
  • 3. Multjple examples of problem identjfjcatjon actjons in the

mining industry

  • 4. The TAKE CHARGE four step problem identjfjcatjon tool
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Job Related Problem Identj tjfj fjcatj tjon Actj tjvitj tjes

On The Job Assignments

1. Prior to the problem identjfjcatjon session, each supervisor will anonymously identjfy what he or she feels are the 5 biggest problems efgectjng mine performance 2. A carte blanche a list of problems efgectjng mine performance is generated . This list usually consists of 20 to 40 problems 3. Each problem on the carte blanche list is validated 4. The list is prioritjzed by performance losses 5. The 10 to 1 ratjo tool is applied to the top 5 biggest problems efgectjng mine performance. This will determine the true causes.

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Additj tjonal Training modules

  • 1. Coaching Skills – A necessity for team building
  • 2. Planning Skills For Mining Supervisors
  • 3. How to identjfy and correct the most commonly violated performance

standards at your mine

  • 4. How to improve individual and mine-wide decision making skills
  • 5. Motjvatjonal skills and tools for mining supervisors
  • 6. Accountability – A vital trait in the mining industry
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The goal of the TAKE CHARGE concept is to assure that every supervisor achieves substantjal and measurable success

FAILURE IS NOT AN OPTION

The Take Charge Supervisory Development Concept

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TOTAL MINE MPI RANKING

2017 2018

Planning

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Comparatjve Department MPI Ranking

2017 2018

Department Heads Maintenance Supervisors Productjon Supervisors

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In the words of a longtjme general mine foreman a few years ago:

“The TAKE CHARGE supervisory development system can’t not work”.

The Take Charge Supervisory Development Concept

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As you can see, the TAKE CHARGE concept is unlike traditjonal supervisory development programs. TAKE CHARGE doesn’t end when the classroom training ends. IT STARTS

The Take Charge Supervisory Development Concept