The Most Effective Performance Improvement System
Ever Developed for the Mining Industry
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 for
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 tools"
developed by EDI during our experience working with
over 500 mines in the past 40 years are an integral
part of A.C.T.
WHY DOES A.C.T. WORK SO WELL IN THE MINING
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
*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
*Throw in the variables that affect performance
in processing, milling, crushing and recovery of our
product and the picture becomes even more clear.
TRUE CAUSE DOWNTIME AND DELAY TRACKING
The Centerpiece of the ACCOUNTABILITY CHECKPOINT
TECHNIQUE system is a process called
MEASURING THE RESULTS
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".