G O L D F I E L D S
Unleashing the Potential of our People:
The Key to Unlocking a Culture of Continuous Improvement
OIM CONFERENCE
Martin Preece
1
Why is continuous improvement important?
The world has changed… | Workplace risks are increasing… |
COVID-19
Rise of the GIG and
Shared Economy
Cloud Computing
and New Digital
Solutions
European
Sovereign Debt
Crisis
The Consumer
Landscape is
Changing
Russian-Ukraine
War
Climate Change -
Several natural
disasters
Rise of AI and
Data
Rise of Nationalism
(Trump, Putin)
#MeToo
BREXIT
Mass Adoption of
e-Commerce
Arab Spring
China Emerges as
the World's
Largest Economy
Crypto Currency
Business | ||||
Interruption (incl | Hyper Inflation | Natural | ||
supply chain | Catastrophes | |||
disruptions) | ||||
Pandemic | Changes in | |||
ESG Evolution | Legislation and | |||
Outbreaks | ||||
Regulation | ||||
Critical | Political Risks and | Tools and | ||
Infrastructure | Technology | |||
Violence | ||||
Blackouts | becoming Smarter | |||
Shortage of Skilled
Workforce
Adopting a mindset of continuous improvement is essential to navigate the complex challenges of the 21st century
Page 2
Gold Fields
South Deep Mine
(Worlds 3rd largest gold
resource)
fails to deliver
for 12 years…
Annual Net Cash Flow
500 | 195 | 175 | ||||||||||
- | ||||||||||||
( 500) | ( 206) | |||||||||||
(1 000) | ( 814) | ( 838) | ( 804) | |||||||||
(1 054) | (1 130) | (1 050) | ||||||||||
(1 500) | (1 257) | |||||||||||
(2 000) | (1 640) | (1 762) | ||||||||||
2006 | 2007 | 2008 | 2009 | 2010 | 2011 | 2012 | 2013 | 2014 | 2015 | 2016 | 2017 |
This was our challenge
Page 3
Historic Context
Context
South Deep is a critical
mine in Gold Field's
portfolio with strategic and commercial imperative to find the most optimal path to value
LOM in excess of 70 years, if operated as highly effective, capital intensive, high volume mine at depth
South Deep has the potential to unlock sustainable long- term value for Gold Fields
Challenges
- South Deep touted as highly mechanized and efficient but delivered low productivities at high cost
- Low capability levels in key technical and supervisory roles
- Overall labour productivity was below median performance
- High workforce numbers
- Low levels of operating discipline due to poor management practices (range from geo-tech, blasting techniques, sequencing, maintenance etc.)
- Unclear, complex and unproductive work systems
- Management routines not streamlined and plethora of meetings - planned and unplanned
- Contracting out of key activities to avoid risk compounded with poor contract management practices
- Increasingly complex socio-political landscape
"You never change things by fighting the existing reality, build a new model that makes the existing model obsolete."
Buckminster Fuller | Page 4 |
Continuous improvement
plan
Not a New Concept…
actdo
check
It's not finding a method that works and sticking with it. It's looking at where you are today, setting
a goal and doing what needs to be done to reach that goal.
Once that goal is met, you start again, finding ways to improve further. It doesn't matter what kind of industry or business you're in - a
continuous improvement approach is necessary to keep ahead of the game.
Page 5
South Deep Frontline Leadership Programme
Results
Daily Benefits Realisation Measures (BRM)
28 | 30 | 202101 |
Finance
Internal Business Processes
No
1
2
3
4
5
6
7
8
9
10
11
BRM Measures | |
Performance Metric | Area |
Average Gold Recovered | Minewide |
(Gold recovered in kilograms, Month) | |
Safety Engagement Index | Minewide |
1. Development | Mining |
Average metres advanced per drill-rig | |
(Metres per drill category, Monthly) | Mining |
2. Destress | |
Longhole stoping tonnes per Rig | Mining |
(Monthly) | |
Stoping Compliance | Mining |
(Monthly) | |
Mine To Standard | Mining |
(Mining Error Factor, Monthly) | |
Ounces per Employee | Mining |
(Monthly) | |
1. Drill Rigs | Engineering |
2. LHS | Engineering |
Mean Time Between Failure | |
(Hours by equipment, Weekly) | Engineering |
3. LHD's | |
4. Trucks | Engineering |
Monitoring | |||||||
Control Chart | Change | 2018 | 2019 | 2020 | 2021 | 2022 YTD | 2022 YTD |
Avg Act | Avg BP | ||||||
99% | 407 | 576 | 588 | 758 | 808 | 796 | |
124% | 0,49 | 0,81 | 0,68 | 1,10 | 1,10 | 0,85 | |
124% | 40,4 | 78,2 | 72,1 | 85,2 | 90,5 | 98,5 | |
268% | 22,8 | 40,4 | 71,9 | 84,9 | 84,0 | 73,9 | |
76% | 6 708 | 11 966 | 12 968 | 14 345 | 11 778 | 14 098 | |
10% | 79% | 90% | 89% | 87% | 85% | ||
-48% | 52% | 37% | 29% | 29% | 27% | 35% | |
112% | 2,60 | 4,07 | 4,03 | 5,06 | 5,5 | 5,5 | |
509% | 2,2 | 8,7 | 11,3 | 16,1 | 13,4 | 7,0 | |
121% | 3,3 | 7,0 | 8,1 | 4,5 | 7,3 | 7,0 | |
130% | 6,6 | 6,9 | 9,5 | 16,0 | 15,2 | 10,0 | |
73% | 6,6 | 8,6 | 11,0 | 13,5 | 11,4 | 10,0 | |
From the outset, we had to distil the key issues that would drive the turnaround in both quantity and quality
Page 6
When you change mindsets, you influence behaviour, which shifts culture to drive continuous improvement.
7
Shape the
culture
1 |
Shaping the Culture
Develop a capable, accountable and engaged workforce as a key enabler for the creation of sustainable improvement
Strategic Intent Clarity: | Sustainability Focus: |
- Defined and communicated a clear Purpose and Strategic intent
- Maintained consistent messaging for focus and alignment
Culture & Change
Management:
- Siyaphambili program for balanced accountability
- Foster a resilient culture through symbols, rituals, and habits
- Culture creation workshops
- Cultivated synergies across improvement themes
- Value-drivenbusiness plan
- Waste elimination
Humanising Leadership:
- Restored dignity and respect in leadership
- Targeted hiring to strengthen leadership
- Exit leaders misaligned with our goals
- Clear Expectations & Accountability
Page 8
Build
capability
2 |
Building Capability
Empowering Excellence: Frontline Capability and Development as Catalysts for Continuous Improvement
Role
Assessments:
How well I
execute my role
Competency assessment:
Are there GAPs | ||
Effectiveness | in required | |
competencies | Perceived | |
Assessment: | Leadership | |
How well I use | Capability: | |
the management | Perceived impact | |
& leadership | on those around | |
tools (Anchors) | me |
INTERGRATED MEASUREMENT
Frontline managers and leaders assessed on four dimensions, which determines the development requirements
PROCESS CRITIQUES AND DAY PLANNERS FORMULATION
- Teams critique their daily process to highlight key areas of challenge (emerging themes)
- A day planner was formulated, detailing key activities, outputs and requirements of a typical day
DEVELOP
Frontline leaders training teaches how to Manage Self, Manage Others, Manage a Team and Manage the Systems for success
Page 9
Manage the work
3 |
Manage the Work
On-the-Job Coaching and Continuous Assessment for Toolsets, Skillset, and Mindsets against a maturity framework
5 Stages of Management Maturity
Stage 5 | Stage 4 + Leverages tools & skillsets through ongoing |
cinnovation. Advise others on continuous performance | |
Innovation | |
improvement. | |
Stage 4 | Stage 3 + Recognises inter-relationships within the internal | |
value chain: Interprets performance trends, and makes | ||
Ownership | ||
suggestions on & drives improvement | ||
Shift Plan, execution & review part of daily routine | ||
Competent | Stage 3 | Can access & interpret shift performance information. |
Conceptual Can articulate reasons behind shift performance. | ||
Engages team effectively through the team meeting
18-60
months
Movement up levels slows as complexity increases
Stage 2 | Sees benefit & starts to take a more structured approach to |
shift planning & control. Feedback | |
Compliance | |
Becoming more structured & consistent | |
0-06
months
Stage 1 | Reactive work style, unstructured approach to shift planning |
Informal | and control. Change Resistant |
Page 10
Attachments
- Original Link
- Original Document
- Permalink
Disclaimer
Gold Fields Ltd. published this content on 27 October 2023 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 31 October 2023 13:39:41 UTC.