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 results. Expectatjons of increased productjvity, improved safety, reduced violatjons, reduced costs, etc. were not achieved.
The Take Charge Supervisory Development Concept Here is another interestjng survey that has been used at hundreds of mines. Entjre management teams from senior managers to front line s partjcipants were instructed to equate 100% effjciency to the following:
Effjciency Level Exercise 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
Opinions About Effjciency Levels ◦ Senior Managers ◦ Middle Mine Managers ◦ 85% ◦ Front Line Productjon ◦ 70% ◦ Front-line Maintenance ◦ 58% ◦ Workers ◦ 53% ◦ 48%
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
The Take Charge Supervisory Development Concept Why Do Most Supervisory Training Programs Fall Short
Why Do Most Supervisory Training Programs Fall Short 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
The Take Charge Supervisory Development Concept The TAKE CHARGE Concept
Management Practices Index 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 Performance Data 1. Productjvity 2. Incident/Accident Data 3. Compliance 4. Equipment Availability 5. Equipment Utjlizatjon 6. Costs
The Take Charge Supervisory Development Concept 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
MPI Categories 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 of 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 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).
The MPI is a snapshot of your mine from 10,000 feet 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 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?
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
Job Related Engagement Actj tjvitj tjes On The Job Assignments 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
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
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
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
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.
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
The Take Charge Supervisory Development Concept The goal of the TAKE CHARGE concept is to assure that every supervisor achieves substantjal and measurable success FAILURE IS NOT AN OPTION
TOTAL MINE MPI RANKING 2017 Planning 2018
Comparatjve Department MPI Ranking Department Heads Maintenance Supervisors 2017 2018 Productjon Supervisors
The Take Charge Supervisory Development Concept 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 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
Recommend
More recommend
