Mines are dynamic environments with loads of pressure on managers, department heads and procurement officers to keep up the pace. There are three key bases to be covered, if they are to consistently meet daily goals and keep the wheels turning smoothly.
1. Communication vital
Good communication is vital, so that everyone is clear on the strategy and their roles in meeting daily production targets. Managed well, the regular morning meeting can be a powerful tool allowing progress to be tracked through role players reporting back. “In this forum, changes to the production plan can be easily shared and discussed,” Werner explains.
It is important that communication methods should be practical and timeous. This means a judicious balance of verbal and written communication. The message must also reach all parties involved, so communicators must ensure that everyone has access to optimal communication tools.
2. Trusted role players
Secondly, the project must have trusted role players who have been vetted and selected based on their ability to finish work within the allocated timeframe, and have the experience to conduct work effectively.
“All teams on a project must also function well with others from different contractors, without causing unnecessary conflict or problems,” Werner expands. “Such problems can cost time and money.”
3. Resource capacity
Thirdly, the project’s resource capacity will determine whether it is able to adjust to new production targets at a moment’s notice. This might occur when commodity prices change – demanding higher output – or when there is a breakdown on site.
“This is when it pays to have a well-resourced mining contractor,” Werner stresses. “In these situations, the mine does not want the uncertainty of whether the contractor can increase its capacity in a short time.”
According to SPH Kundalila Group Commercial Officer, Werner Cloete, these must-haves are communication, trusted role players and resource capacity.
“Managers and procurement officers decide on crucial aspects that can make or break a project,” he says. “When key actions are regularly taken – making them habits instead of emergency responses – it can revolutionise the way a site functions.”
Meeting the challenge of increased production means having proven back-up plans already in place, which leverage off the contractor’s access to a large enough fleet, and having enough skilled personnel to get the work done.
Werner rounds off, “This is one of SPH’s guarantees which help put clients’ minds at rest. The company’s flexibility and resources can handle almost any unexpected scenario.”
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