Our vast experience in the mining industry has allowed us to develop an outstanding system to enhance your profitability. It is called the ACCOUNTABILITY CHECKPOINT TECHNIQUE (A.C.T.) system. The A.C.T. system develops dozens of unique indicators that recognize and measure the performance of your entire management team and work force. These key indicators become the basis of establishing departmental goals as well as providing meaningful and objective performance measurement. In a nutshell, A.C.T. mobilizes your entire staff and work force to address performance problems and holds them collectively and individually accountable for achieving established and agreed upon objectives. Over twenty-five "performance improvement" developed by EDI during our experience working with over 500 mines in the past 40 years are an integral part of A.C.T.
       

It's very easy to answer this question. A.C.T.
       targets the identification and elimination of
       counter-productive variables throughout the company.
       In our opinion, no other industry is plagued by as
       many variables as the mining industry.
       

Consider the following:
       

*During the course of a single shift, supervisors
       and workers must deal with literally hundreds of
       problems or variables. Each one of these "little
       problems" may have only a minute affect on
       performance (1/4 of 1%, 1/2 of 1%, etc.), but
       collectively, they represent a potentially large
       loss. Compare this to manufacturing-type industries
       where the potential for variation is much more
       limited.
       

*Performance (productivity and cost) in the
       mining industry is a direct result of equipment
       availability and utilization. Granted, the
       performance of all modern industries is directly
       dependent on equipment and machinery, but here we
       part company with the manufacturing-type industries.
       The type of equipment, the conditions under which it
       must be operated, the circumstances under which it
       must be maintained and repaired are dramatically
       different. Again, we are dealing with hundreds of
       variables that affect availability and utilization.
       

*Very few other industries are as dependent on so
       many suppliers and vendors as the mining industry.
       As a result, our performance is directly affected by
       the quality of service, parts and supplies provided
       by our vendors. Again -- many more variables.
       

*Many other forces influence our industry and
       contribute numerous additional variables that must
       be identified and minimized. In a typical mining
       operation, 40%-60% of the work force and supervision
       are in support or staff roles. Various support
       departments such as engineering, maintenance,
       safety, purchasing, warehouse, accounting,
       administration, and human resources play a major
       role in the big picture. They also highlight the
       need for individuals to know the purpose of the
       organization and how their job fits that purpose.
       

*No other industry is more dependent on teamwork,
       cooperation, and communication than the mining
       industry.

*Throw in the variables that affect performance
       in processing, milling, crushing and recovery of our
       product and the picture becomes even more clear.</p>
      

TRUE CAUSE DOWNTIME AND DELAY TRACKING
       

The Centerpiece of the ACCOUNTABILITY CHECKPOINT
       TECHNIQUE system is a process called True Cause
       Tracking
      

A.C.T. works quickly and the results are
       sustainable because it focuses on front line foremen
       (maintenance and production) and workers (equipment
       operators and mechanics). In other words, the
       accountability is at the level where these
       correctable causes originate.
       

Within thirty days after implementation, A.C.T.
       will develop a meaningful picture. It will be
       obvious what your performance correctable problems
       are and what actions need to be taken to address
       these problems. The corrective actions are planned
       and implemented within specific accountabilities and
       time frames. Specific measurable goals are
       established by your management team and workers and
       communicated throughout the mine. To maximize
       communication and motivation of all concerned
       (especially foremen and workers), results are
       tracked on a daily basis and made available through
       charts, graphs, memos and crew meetings. Because of
       this daily tracking, you are able to measure the
       effectiveness of the A.C.T. system at all times.
       

In the words of an initially skeptical mine
       foreman --"IT CAN'T NOT WORK"