3 step problem solving - step 3

7/28/2019 3 Step Problem Solving - Step 3

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Three-step problem solving

Step 3: Action planning and tracking


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To be the world's best gold company by finding,

acquiring, developing and producing quality

reserves in a safe, profitable and socially

responsible manner.

Safety Vision

Every person going home safe and healthy every day.

Vision


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Barrick Values

Behave Like an OwnerWe accept accountability for our actions and results. We treat the Companys assets as our own. We areentrepreneurial and look for opportunities to grow our business. We act with integrity, operating within the

letter and spirit of the law and Barricks Code of Business Conduct and Ethics.

Act with a Sense of UrgencyWe are decisive, take initiative and make tough decisions when necessary. We set priorities and act on them.

Be a Team PlayerWe work safely at all times. We respect our colleagues and those we interact with outside our organization. We

listen to others for understanding and we ask for help. We build trust and celebrate our successes. We helpothers improve their effectiveness. We promote confidence and trust in each others capabilities.

Continually ImproveWe are always committed to improvement. We build on good ideas, learn from our mistakes and challenge the

status quo. We think outside of the box and have a desire to succeed and add value to our work.

Deliver ResultsWe have a clear vision of where were going and the plan to get there. We focus our resources to achieve our

objectives. We pay attention to detail and keep our commitments. We deliver results.


4/27

BOS 3-STEP PROBLEM SOLVING

Diagnose

opportunity/set goals

Keyactivities

Define the problem

and assign team Conduct critical

analyses to identify

vital few issues

Build draft value-

driver tree and

identify KPIs Communicate

approach

and Phase 1

findings

Diagnose

opportunity/set goals

Step 1

Generate ideas for

improvement Existing ideas

Brainstorming

Specific tools

(e.g., lean)

Stand-alone

initiatives

Prioritize ideas

Action Go-do

ideas

Prepare case for

ideas requiring

approval

Generate and

evaluate ideas

Step 2

Plan

implementation

Prepare action

plans Key activities/

milestones

Targets on top and

front-line KPIs

Set up target

control sheets

around KPIs

Implement and

review progress

Actions

Impact

Step 3


5/27

TWO KEY ELEMENTS FOR SUCCESSFUL IMPLEMENTATION

Comprehensive action plans Ongoing tracking process

Build understanding and commitment

among all relevant stakeholders

Develop explicit plan with actions,

accountabilities, and milestones Integrate approved ideas into a master

plan

Prioritize/sequence ideas to

maximize cash flow given difficulty

of implementation

Reprioritize current activities

No-escape process to make improvements happen

A good idea is only goo d onc e implemented!

+

Institute process to track

implementation progress

Tracking of KPIs and actions

on target control sheets Regular update meetings

(integrated into ongoing

management meetings)


6/27

COMPREHENSIVE ACTION PLANS 2 BASIC STEPS

Ensure plans for each idea

contain all required steps (e.g.,training, new standard operating

procedures)

Assign specific resources to

subtasks

Include specific start dates, end

dates, and milestones Clearly depict dependencies

among tasks

Develop individual action plans Develop master plan for area

Ensure high-impact, quick-

payback ideas are scheduled asearly as possible

Identify predetermined

constraints (e.g., capital),

commitments, and

interdependencies across ideas

establish the critical path

Check load on key individuals

required after the initial plan; revise

plans as required

Build consensus and commitment

with key managers/stakeholders

Step 1 Step 2


7/27

WHAT MAKES A GOOD MILESTONE

Specific end product that signals real progress toward full implementation

It will be obvious when the milestone has been reached

Responsibilities for the milestone are clear

Project leaders are responsible to achieve milestones on time

Poor milestone Hold the meeting with MacPherson on ball charge

Good Milestone

Final consensus achieved on optimal ball charge at 12%


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BUILDING THE MASTER PLAN

Individual action plans

Resource/timing plan Master area action plan

Amount of time and

resources required to

implement each

initiative

Current area

responsibilities

Resources required

to maintain daily

operations

Other area initiatives

Assessment of resources

required to achieve all area

goals

Plan to ensure access toresources

Other areas of operation

Better resource sharing

Recruiting

Prioritization of individual

action plans

Assess interdependencies of

ideas

Bring forward maximum

impact of initiatives while

respecting resource constraints

Prioritized set of

action plans

Adequate

resourcesassigned to

achieve full

implementation

Agreement from

all levels of

management thatthe plan is

feasible

+


9/27


Comprehensive action plans Ongoing tracking process




accountabilities, and milestones

Integrate approved ideas into a master

plan

Prioritize/sequence ideas to

maximize cash flow given difficulty

of implementation

Reprioritize current activities



Tracking of KPIs and actions on

target control sheets

Regular update meetings(integrated into ongoing

management meetings)


A good idea is only good on ce implemented!

+


10/27

TP/hour OP costsAvailability

SAG Power

utilization

Activities

What Who When

Cone power

utilization

Activities

What Who When

Retorque per

changeover

Activities

What Who When

Liner Cost/ton

Activities

What Who When

Overall

targets

Front-line

KPIs andTarget

Control

Sheets

Unit KPIs

ILLUSTRATIVE

TARGET CONTROL SHEETS LINK ACTION PLANS

AND EXPECTED RESULTS

Regular

performancereviews

Corrective action

Wet Mill #1 Tons per day

Operating cost/ton

Grind constraints


11/27

WHAT IS A TARGET CONTROL SHEET?

TARGET CONTROL SHEETS track the

overall impact of these projects against

planned results specified in individual

projects

Graphical

representation of KPI

performance versus

target over time

List of all projects

that affect KPI and

progress against

each

ILLUSTRATIVE

TARGET CONTROL SHEETSubject: Reduction of Equipment Downtime

Responsible: John Miller Dept. Production 13 B Date: Nov. 26, 1998

month week 1 2 3 4 5 6 7 8 9 10 11 12

Plan 11 11 10.5 9.5 9.2 8.7 8.5 8.2 7.8 7.5 7 6.5

Act. 11.8 11.5 10.0 9.0 8.9 8.3 8.0 7.9 7.7

Activities

1. Trai n operat ors and Pl an

MA's on problem

solving Act.

2. Introduce changeover Plan

reduction program

Act.

3. Change all old rol lers Plan

and bearings at

conveyors Act.

4 . In troduce P revent ive P lan

Maintenance Program

Act.

Plan

Actual

Unit:[ %of total

runtime ]

8

7

6

10

9

11

KPI:

Downtime


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EXAMPLE TARGET CONTROL SHEET FROM MEIKLE

Subject: RTD-TRACK DOZER-BLADE AIR FILTER COST BETZE- POST CONTINUOUS IMPROVEMENT.

Responsible: KEVIN R HUGHES Department: MINE MAINTENANCEUpdate: 5/30/2001

Date Jan/2001 Feb/2001 Mar/2001 Apr/2001 May/2001 Jun/2001 Jul/2001 Aug/2001 Sep/2001 Oct/2001 Nov/2001 Dec/2001Plan 2100 2100 2100 950 950 950 950 950 950 950 950 950

Act. 2100 2100 700 644 980 633 1104

Activities

Condition based Plan

Maintenance of filter.Act

Remove air filters from Plan

PM kits. Act.

Train Maint Techs. On Plan

restriction gauges Act.

Train Operators on Plan

restriction gauges Act.

Plan

Characteristic:Dollar Spend

Unit: Dollars eamonth

Week Month

1500

2000

1000

500

Actual


13/27

RIGOROUS PERFORMANCE REVIEWS

TOOLS FOR MONTHLY REVIEWS


Responsible: JohnMiller Dept. : Production13B Date: Nov. 26, 1998

m on th w ee k 1 2 3 4 5 6 7 8 9 10 11 12

Plan 11 11 10.5 9.5 9.2 8.7 8.5 8.2 7.8 7.5 7 6.5

Act. 11.8 11.5 10.0 9.0 8.9 8.3 8.0 7.9 7.7

Activities

1 . T ra in o pe ra to rs a nd P la n

MA's onproblemsolving Act.

2. Introducechangeover Plan

reductionprogramAct.

3. Changeall o ldro llers Plan

andbearings atconveyors Act.

4. IntroducePreventive Plan

MaintenanceProgramAct.

5. Establishautonomous Plan

work teams with owner-s hip for e qu ip me nt A ct .

6. Focusedproblem solvingPlan

tot acklespecificproblems Act.

Plan

Actual

Unit:[ %oftotal

runtime ]

8

7

6

10

9

11

Characteristic:

D

owntime

Bring background

data for detailed

discussion of

problems

Pareto equipment downtime

2. Review actual

performance vs. target.

3. Review progress of

planned projects.

Understand delays in

projects or lack of impact.

Decide additional activities

or adjust detailed action

steps

1. Bring updated TargetControl Sheet to the

monthly review

meeting

ILLUSTRATIVE


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KEY QUESTIONS FOR IMPLEMENTATION REVIEW MEETINGS

1. Did we do what we said wed do?

2. Are we getting the impact?

3. What are we going to do about it?

4. What else should we be doing to improve?



m on th w ee k 1 2 3 4 5 6 7 8 9 10 11 12

Plan 11 11 10.5 9.5 9.2 8.7 8.5 8.2 7.8 7.5 7 6.5

Act. 11.8 11.5 10.0 9.0 8.9 8.3 8.0 7.9 7.7

Activities


MA's onproblem

solving Act.


reductionprogram

Act.

3. Changeall o ldrollers Plan

andbearings at

conveyors Act.


MaintenanceProgram

Act.


work teams withowner-

s hi p fo r eq ui pm en t A ct .


totacklespecific

problems Act.

Plan

Actual

Unit:[ %oftotal

runtime ]

8

7

6

10

9

11

C

haracteristic:

Downtime


15/27


16/27

TRACKING BEST PRACTICES

This phase is critical, without impact the project will have been

worse than simply a waste of time

Tried that, didnt work syndrome tough to restart

Work to create a culture of disciplineWe do what we

commit to, and we raise issues early

Best practice Common pitfalls

Milestone tracking provides early

warning system for possible delays,

removal of barriers

Meetings focused on identifying and

solving implementation problems

what are we going to do about it?

Celebrate wins/successes

Issues not discussed or addressed

until project slippage has occurred

Meetings focus on assigning blame

May cause people to hide issues

until they become crises Wins go uncelebrated, lose

improvement momentum


17/27


Action plans Ongoing tracking process






A good idea is on ly good once implemented!

+




on target control sheets Weekly/bi-weekly team

progress reviews

Monthly update meetings to

management


18/27

3a) WHAT IS AN ACTION PLAN???

What it is What it does

Visually displays what actions are

going to happen and shows their

interdependencies

Answers the 3Ws what, who and

when

Shows all meetings, needed

approvals, timelines, etc.

Is easily updated

Sets a provisional standard

Ensures you have thought through

everything that needs to happen

Ensures accountability and clarity


19/27

WHAT MAKES A GOOD MILESTONE

Specific end product that signals real progress toward fullimplementation

It will be obvious when the milestone has been reached

Responsibilities for the milestone are clear

Project leaders are responsible to achieve milestones on time

Poor milestone

Hold the meeting with MacPherson on ball charge

Good Milestone

Final consensus achieved on optimal ball charge at 12%


20/27

3a) EXAMPLE IMPLEMENTATION PLAN

What Who When

07:00 08:0007:15 07:30 07:45

Wake up Call service

Take shower Me

Shave Me

Get dressed Me

Brush hair Me

Leave for work Me

Make breakfast Tim Hortons

Eat breakfast Me

Arrive at work Me

Walk to work Me

Walk to breakfast Me


21/27

3a) ACTION PLANNING EXERCISE - BUYING A HOUSE

Overview A couple is currently renting an apartment, but have

decided to purchase their first home. They need an

action plan from decision to move in.

Exercise Please build the couples action plan and present in a

GANTT chart format


22/27


Ongoing Tracking Process





+




on target control sheets Weekly/bi-weekly team

progress reviews

Monthly update meetings to

management

Action Plans


A good idea is on ly good once implemented!


23/27


Responsible: John Miller Dept. Production 13 B Date: Nov. 26, 1998

month week 1 2 3 4 5 6 7 8 9 10 11 12

Plan 11 11 10.5 9.5 9.2 8.7 8.5 8.2 7.8 7.5 7 6.5

Act. 11.8 11.5 10.0 9.0 8.9 8.3 8.0 7.9 7.7

Activities

1. Trai n operat ors a nd P lan

MA's on problem

solving Act.

2. Introduce changeover Plan

reduction program

Act.

3. Change all old rol lers Plan

and bearings at

conveyors Act.

4 . In troduce P revent ive P lan

Maintenance Program

Act.

Plan

Actual

Unit:[ %of total

runtime ]

8

7

6

10

9

11

K

PI:

Dow

ntime

3b) WHAT IS A TARGET CONTROL SHEET?

TARGET CONTROL SHEETS track the

overall impact of these projects against

planned results specified in individual

projects

Graphical

representation of KPI

performance versus

target over time

List of all projects

that affect KPI and

progress against

each

ILLUSTRATIVE


24/27

3b) KEY QUESTIONS FOR REVIEW MEETINGS

1. Did we do what we said wed do?

2. Are we getting the impact?

3. What are we going to do about it?

4. What else should we be doing to improve?



m on th w ee k 1 2 3 4 5 6 7 8 9 10 11 12

Plan 11 11 10.5 9.5 9.2 8.7 8.5 8.2 7.8 7.5 7 6.5

Act. 11.8 11.5 10.0 9.0 8.9 8.3 8.0 7.9 7.7

Activities


MA's onproblem

solving Act.


reductionprogram

Act.

3. Changeall o ldrollers Plan

andbearings at

conveyors Act.


MaintenanceProgram

Act.


work teams withowner-s hi p fo r eq ui pm en t A ct .


totacklespecific

problems Act.

Plan

Actual

Unit:[ %oftotal

runtime ]

8

7

6

10

9

11

Chara

cteristic:

Dow

ntime


25/27

Daily

Weekly or

bi-weekly

Monthly

3b) SAMPLE AGENDA FOR WEEKLY TEAM PROGRESS REVIEWS

Annual

ILLUSTRATIVE

1. Review performance identifying root causes of

what went well/didnt

2. Review action plans Did we do what we said we

would do for the period? Are we on track?

3. Discuss any improvement actions required. Agree

on revisions to actions plans:

Changes to actions for existing ideas

Need for more problem solving

Example Agenda

Level:


26/27

3b) SAMPLE PROCESS FOR MONTHLY MANAGEMENT REVIEWSILLUSTRATIVE



m on th w ee k 1 2 3 4 5 6 7 8 9 10 11 12

Plan 11 11 10.5 9.5 9.2 8.7 8.5 8.2 7.8 7.5 7 6.5

Act. 11.8 11.5 10.0 9.0 8.9 8.3 8.0 7.9 7.7

Activities


MA's onproblemsolving Act.


reductionprogramAct.

3. Changeall o ldro llers Plan

andbearings atconveyors Act.


MaintenanceProgramAct.


work teams with owner-s hip for e qu ip me nt A ct .


tot acklespecific

problems Act.

Plan

Actual

Unit:[ %oftotal

runtime ]

8

7

6

10

9

11

Characteristic:

Downtime

Bring background

data for detailed

discussion of

problems

Pareto equipment downtime

2. Review actual

performance vs. target.

3. Review progress of

planned projects.

Understand delays in

projects or lack of impact.

Decide additional activities

or adjust detailed action

steps

1. Bring updated TargetControl Sheet to the

monthly review

meeting


27/27

3b) ACTION TRACKING BEST PRACTICES

This phase is critical, without impact the project will have been

worse than simply a waste of time

Tried that, didnt work syndrome tough to restart

Work to create a culture of disciplineWe do what we

commit to, and we raise issues early

Best practice Common pitfalls

Milestone tracking provides early

warning system for possible delays,

removal of barriers

Meetings focused on identifying and

solving implementation problemswhat

are we going to do about it?

Celebrate wins/successes

Issues not discussed or addressed until

project slippage has occurred

Meetings focus on assigning blame

May cause people to hide issues

until they become crises

Wins go uncelebrated, lose

improvement momentum

3 step problem solving - step 3

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