Presentation - Alister Lee

8/6/2019 Presentation - Alister Lee

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IQPC Lean & Six Sigma in Mining

Lean Leadership:Keys to Successful Process

Improvement

Alister Lee


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Outline

Vision

Implementation

Leadership


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Vision

Drill &

BlastProcess Rail Port

Load &

Haul

Focus on the processes

the results will take care of themselves.


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100.0

12.5

5.6

16.2

65.7

2.0

6.0

57.8

81.9

Vision

Drill &


Load &

Haul

Problems with the current state

450

300

150

0

1

1

1

1

1

1

1

1

11

1

1

Unstable processesWaste Downtime / Losses


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Vision

Drill &


Load &

Haul

Problems with the current state

Long lead times &variation in output

Bottlenecks Stockpilestoo much / too little

=


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Vision

Drill &


Load &

Haul

Future state what does lean mining look like?

Each step in the process is:-

1. Valuable judged by customer (waste, standardisation, 5S, visual workplace)

2. Capable stable process (standardisation, problem solving, process control)

3. Available uptime (preventative maintenance, quick changeover)

4. Adequate just enough capacity (balanced to customer, eliminate bottlenecks)

5. Flexible changes to customer requirements (changeover & error proofing)


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Vision

Drill &


Load &

Haul

Future state what does lean mining look like?

The steps are linked by:-

1. Flow uninterrupted flow wherever possible (takt)

2. Pull rather than push (stockpile = buffer)

3. Levelling reduce variation


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Implementation Lean is a system not a set of tools.

Learn how to use value stream mapping and use this to

plan the implementation. Area managers own their partof the value stream.

Get the basics in place standardised work owned bythe operators, 5S & workplace organisation, visualmanagement, process control and problem solving(PDCA).

Use Kaizen events (short, intensive, team basedimprovement projects) to generate significant gains &employee enthusiasm.


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Implementation Apply the right tools to the job in the right order (lean &

six sigma). Avoid initiative overload.

Aim for wide involvement of the workforce in addition tosome full time people dedicated to processimprovement.

Go and see other companies who have made goodprogress.

You are changing the way you do business this takestime, respect for people, involvement, training,mentoring, discipline and persistence.


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Leadership

Three Models

Old Dictator Style: Do it my way Empowerment Style: Do it your way...

Lean Style: Follow me and well figurethis out together

Source: John Shook, Lean Institute


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Leadership

Changing mindset:-

From ToManaging numbers Managing process

5 whos 5 whys

Firefighting Fire prevention

Problem hiding Problem solving

p-D-p-D PDCAProduction highs/low Consistency



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Leadership

3 attributes of lean leaders at every level:

Go see: Visit the point where value is actuallybeing created; verify the situation.

Ask why: What is the problem? What arepossible countermeasures? Why is onecountermeasure the best?

Show respect: Assign clear responsibility forevery process & problem; ask questions aboutpeoples work

Source: Jim Womack, Lean Institut


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Leadership

The Leaders Job at Toyota

First, get each person to take initiative tosolve problems and improve his or her job.

Second, ensure that each persons job is

aligned to provide value for the customerand prosperity for the company.



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Leadership



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Leadership



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Leadership



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Final thought

A Toyota view:

We get brilliant results from averagepeople managing brilliant processes.

We observe that our competitors often get

average (or worse) results from brilliantpeople managing broken processes.


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Documents

Presentation - Alister Lee