With Proudfoot, you can.
A GOLD MINING AND EXPLORATION company with interests in Africa and Asia found itself having to announce an 18% production shortfall as a result of operational shortcomings in their West African gold mine and processing mills.
A publicly-announced profit warning ensued, and the company’s board charged the CEO with responsibility for selecting a partner capable of increasing throughput at their large open pit African operations.
Impressed with the speed Proudfoot was able to mobilize a team, including native speakers, the CEO engaged us to undertake a detailed assessment of operations.
While a mine plan existed, it was not respected or followed. The challenges centered upon weak mine working practices, inadequate supervisory behavior and operators who lacked critical skills required to influence throughput and recovery.
Proudfoot estimated the existing equipment could readily move 20% more tons per day but the tools to manage operations and critical KPIs were missing. Similarly, ineffective training left them unable to manage their teams as effectively.
Working together with Proudfoot, the team:
Focused action on three fronts concurrently; behavioral change, systems and processes.
Optimized work standards with a complete overhaul of work practices in the mine and processing plant.
Identified and installed initiatives to eliminate ineffective working practices, reduce equipment lost time and increase the tons moved.
Established a central control room to specifically monitor truck loading, combined with improved truck load and fill techniques (through the gate).
Developed and implemented new tools for monitoring and evaluating business performance such as daily tours, checklists, review meetings and improved shift handover routines to increase productivity.
Designed and deployed a successful training program tailored to the specific needs and culture of the local mine workers using an interactive platform.
Changed the ingrained ways of working for the better.
Transformed operations through new work practices.
Within 6 months, the projected 25% productivityimprovement had not only been achieved but more importantly it was sustainable.
Across the processing plant, throughput was consistently 6% above base on a 4 weekrolling average.
Plant shutdown was trimmed from 76 hours to 42 hours as a result of the streamlined working practices.
“In the mine, the projected productivity improvement goal was achieved and maintained. Our mining output is now consistent and the plant output is at