Continuous Improvement at GSR Wassa& Bogoso/PresteaMines ...€¦ · The Organizational level was...
Transcript of Continuous Improvement at GSR Wassa& Bogoso/PresteaMines ...€¦ · The Organizational level was...
The Organizational level was where fundamental and radical change in mindset was required.
About 80% of the entire workforce were taken through a four-hour session in batches of 20-30
employees, starting with Managers and Superintendents through to the shop-floor worker.
The training sessions for the general workforce was conducted in the local language (Twi).
The Operational level was where continuous Improvement processes or Kaizen, were
introduced. The underlying ideology of Kaizen is that nothing is perfect, and everything can be
improved.
A focus group made up of 20 employees selected from all departments of the company was
trained in some basic Lean tools such as Wastes identification, Practical Problem Solving (PPS)
and 5S. Also, a group of 21 employees were taken through a two-week Green Belt training
program.
CIbE recently supported the roll out Lean Six Sigma at both the organizational and operational levels.
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Continuous Improvement at GSR Wassa & Bogoso/Prestea Mines in Ghana
Continuous Improvement at GSR Wassa & Bogoso/Prestea Mines in Ghana
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Above: - Some Wassa management staff with the CIbE team. Right: - Managers’ training session in Wassa
The Union also had a separate training session; they expressed their willingness to be part of a training that would help improve the fortunes of the company, and by extension, those of the workers. Each session was characterized by open discussions and the identification of Wastes at the workplace and ideas generation session.
CIbE aims for sustainable continuous improvement
which is defined by leaders’ acceptance and
adoption of a different leadership culture to drive it.
The GM and managers at the training session at each
mine site adopted the Lean Leadership culture as the
way forward for the company.
To show their commitment, managers took turns to
explain their decision to workers at the general
sessions and affirmed their determination to be more
supportive in their leadership style.
Leaders lead culture
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Continuous Improvement at GSR Wassa & Bogoso/Prestea Mines in Ghana
Above: - A manager presenting the new leadership model at one of the workers’
sessions
Above: - The GM, Jerry, giving words of encouragement to Bogoso management
staff after the session
Following the initial roll out of the foundation elements of Lean Six Sigma and cultural elements to the general workforce, 21 workers were trained as Green Belt (GB). The two-week training was in two parts.
The GB candidates were taught some Lean Six-Sigma tools and principles that will enable them to lead projects that will deliver value to the company. Each candidate is required to complete two projects leading to certification. Their first projects are at advance stage of completion.
The Green Belt training was done by CIbE in partnership with ACPE of Canada. It was a rigorous training that involved teach backs, project presentations, coaching sessions, and examinations. This is to ensure that the GB candidates are well-prepared to deliver maximum value to the company.
Green Belt Training
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Continuous Improvement at GSR Wassa & Bogoso/Prestea Mines in Ghana
Above: - GB candidates listening to a project presentation by one of the
candidates
Above: - The candidates in a pose with Wassa Management team and CIbE.
Sort, Set, Shine, Standardize and Sustain (5S) is a Lean
tool used to organize the workplace to make it safe,
clutter free, and easy to identify and eliminate Waste.
The workers at Bogoso, soon after the training, went
into action to apply what they had learnt.
5S in action
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Continuous Improvement at GSR Wassa & Bogoso/Prestea Mines in Ghana
Pictures: - 5S project by a belt at the Maintenance Workshop at Bogoso
With this in mind, workers of GSR were sensitized about the 7 + 1 Wastes that exist. This new
understanding enabled the workers to identify wastes that could be eliminated or reduced in
their work areas. Consequently, the break out session of each training was dedicated to waste
identification by groups. The wastes identified will become projects to be led by the Green Belt
trained and the focus BI group
Waste in the workplace costs businesses money
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Continuous Improvement at GSR Wassa & Bogoso/Prestea Mines in Ghana
Above: - Some examples of waste.
Right: - some workers during the breakout
session discussing waste in the
workplace
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Building a workforce that is engaged and committed to the success of your business.