In the stope
goals of the business . This ensures that the business strategy can be implemented effectively .
Are you doing work in the mining sector ?
We have been working extensively with mining processing plants in the platinum sector , and SMB Connexion has been working with an iron ore opencast mine and processing plant since 2014 .
In the mining sector , we assist operations that intend optimising their operations or want to work more cost-effectively . As consultants we look at the entire value stream ; the wastage in the processing plant . In a platinum concentrator there is a range of processes that feeds into one another , and we would , for example , look at how we can optimise these and determine how we can improve the process .
Have you seen successes with the Kaizen principles ?
Yes , it has been a differentiating factor . It is a change model and we have to determine how to manage the culture change and behaviour from the top to the bottom . The guys on the floor and on the stope are the people who really own the project , and everybody in the company needs to know and buy into the vision and goals of the company .
What does it really mean for the worker in the stope ?
The workers in the stope not only drive change , but their targets should be aligned to the company ’ s goals . They would have to know how many tonnes they need to extract and have to be given the opportunity to see the bigger picture . They also need to be aware of how the work they do every day , in each shift , contributes to the overall well-being of the company .
Does it mean we have to empower the worker on the ground ?
Yes , and we can do that by interacting with them and including them when we need to find solutions . Ask them what can be done to prevent the same problem from happening in the future .
In a traditional business , a mining engineer walks in fresh from university and immediately it is expected that he or she makes all the vital decisions , while there are people in the stope working in the same mine for more than 20 years and know it like the back of their hand . These are the people that can identify potential pitfalls or challenges , and they should be empowered to influence the decisionmakers .
Wouldn ’ t this require a massive shift in mindset ?
Of course , both top management and their employees need to change the way they have operated in the past . We need to get to a stage where employees at the coalface , so to speak , are comfortable with suggesting meaningful solutions . This means that managers have to meet with the actual people who do the job — those working in the stope . This instills a culture of ownership . In traditional mines , these opinions tend to be ignored . However , by implementing Kaizen principles , you can turn the situation around . It makes it clear to people that everybody in the organisation needs to think and solve problems . By nurturing this culture , a mining company can improve its safety record significantly . For example , instead of asking an employee how many injuries were recorded today , reframe the question and ask them how many hazards or potential hazards they have identified that day . Employees should feel that they are part of the solution , not the problem .
What happens when the principles are implemented but then there is a sudden change in leadership , for example a new shift boss or general manager ?
Normally , when the workers are not involved , and there is a new person in a leadership position , change is extremely difficult to maintain , and the entire project can fall flat . However , by getting the workers involved , like the Kaizen principles imply , the possibility of failure is minimised . Continuous improvement is based on the plan – do – check – act ( PDCA ) principle , which ensures that everybody is repeatedly learning the new process , improving it , and executing the change .
When you are contracted to implement change at a mining operation , how do you go about it ?
The first thing we do is to talk to employees on the ground . We organise focus groups and really try to understand the entire process better . We then implement a standardised method that must be adhered to on a daily basis . So , we set daily targets and most importantly , we use visual cues to accommodate those employees who may be illiterate . The underground environment doesn ’ t always lend itself to reams and reams of written procedures . In our experience , pictures are an effective means of conveying what needs to be done . There has to be a clear work plan , and not a reaction to what is supposed to happen every day . When we go underground , we communicate in a language that most employees understand and explain in a practical way what needs to be done . This approach has been very successful . We ask them which factors prevent them from achieving their goals , and of course , how can these seemingly insurmountable problems be solved . Each employee needs to be clear about why they shouldn ’ t be late , for example . This instruction needs to be explained in simple language , outlining the impact of the behaviour on employee morale , productivity , and the company as a whole .
Do you engage with the unions ? Absolutely . The unions , as representatives of employees , are integral to this process . We understand that to work with the unions benefits both the company and its employees . When we enter a mine or before we set up a meeting , the unions are informed , and their representatives accompany us on site . We have also learnt that if the unions perceive you as arrogant , they will oppose you . However , in our experience , unions have always been accommodating and helpful and aware that our programmes benefit their members . b
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