T he TAKE CHARGE Supervisory Development Concept

GORDY WILLIAMSEDI Resources

The Take Charge Supervisory Development Concept

A comprehensive survey of thirty-five mining operations that had recently completed supervisory training programs

showed disappointing results.

Expectations of increased productivity, improved safety, reduced violations, reduced costs, etc. were not achieved.

The Take Charge Supervisory Development Concept

Here is another interesting survey that has been used at hundreds of mines.

Entire management teams from senior managers to front line s upervisors were asked to rate the efficiency level of their mine. The

participants were instructed to equate 100% efficiency to the following:

100% Equates to:◦ Planning throughout the mine is effective◦ Managers and supervisors are proactive◦ Our management team and workforce is actively engaged◦ Accountability is a strong practice ◦ Communication is effective throughout the mine◦ Good decision-making skills are exhibited most of the time◦ Co-operation between departments is good

Efficiency Level Exercise

Opinions About Efficiency Levels

◦ Senior Managers◦ Middle Mine Managers ◦ Front Line Production◦ Front-line Maintenance ◦ Workers

◦ 85%◦ 70%◦ 58%◦ 53%◦ 48%

The Take Charge Supervisory Development Concept

Couple these results with a recent study which found that the value of a “proactive” supervisor compared to a

“status quo” supervisor can be more than $1 million to your company’s bottom line

The Take Charge Supervisory Development Concept

Why Do Most Supervisory Training Programs Fall Short

Too Much Stuff Classroom Presentations Are Not Relevant Lack of Accountability The Training is Implemented in a Vacuum Lack of Meaningful Performance Improvement Measures They Are Programs

Why Do Most Supervisory Training Programs Fall Short

The Take Charge Supervisory Development Concept

The TAKE CHARGE

Concept

Developed specifically for the mining industry Includes input from over 100 mining operations Includes 3 years of performance data in the follow areas:

Management Practices Index

Performance Data1. Productivity 2. Incident/Accident Data3. Compliance4. Equipment Availability5. Equipment Utilization6. Costs

Management Practices Index

The WinnersThese are the Mining Operations that have achieved annual performance gains of at least

10% in the past 3 years

The Also RansThese are the mining operations that have had annual performance gains of 5% to 10% in

the past 3 years

The LosersThese mining operations have experienced performance gains of less than 5% in the past 3

years

The Take Charge Supervisory Development Concept

Synergy Factor – The cooperative actions among departments and levels of management to achieve or exceed mine goals (safety, productivity, costs, etc)

Equipment Optimization Factor – Indicates degree of asset ownership by operators, productivity focus of mechanics, effectiveness of maintenance planning and scheduling, parts availability, etc.

Management Communication Factor – indicates effectiveness of horizontal and vertical communication throughout the mine

Leadership Factor – Indicates effectiveness of leadership practices in all departments and levels of management

Planning Factor- Indicates the effectiveness of planning activities throughout the mine. This includes daily, weekly, and long range planning, maintenance planning, etc.

MPI Categories

Individual Needs Factor – Profiles how well management team members feel their needs for recognition, inclusion , respect and appreciation are met.

Engagement Factor – Indicated the degree(s) of individual and collective engagement throughout the mine.

Safety Factor – Expresses individual and collective opinions of the “safety program” including policies, practices, attitudes, compliance with regulations, and perceived results

Accountability Factor – This includes the degree of individual and collective accountability practices in all departments and levels of management

Training Factor – This evaluates the effectiveness of our training activities (or lack of) throughout the mine (operator, maintenance, management, safety).

MPI Categories

Enables you to identify opportunities to get better

Helps you recognize positive performance areas throughout the mine

Helps to tailor the content of the TAKE CHARGE concept

The MPI is administered again at the conclusion of the TAKE CHARGE sessions

Enables the company to measure the effectiveness of the TAKE CHARGE process

The MPI is a snapshot of your mine from 10,000 feet

The TAKE CHARGE Training Process The TAKE CHARGE classroom sessions are conducted once per month

Each sessions presents one prime supervisory skill set at a time

The training modules are mining industry specific

The sessions are scheduled over a 12 month period of time

In the month following each classroom session, the supervisors are held accountable to implement and practice the skills and tools learned in session

Middle mine management personnel are assigned coaching tasks to help the supervisors complete their assignment

The first part of each session is the report card- How did we do?

How to increase worker and crew engagement

Classroom Agenda1. What does workplace engagement really mean?

2. What are the characteristics of an engaged worker?

3. What are the characteristics of an engaged crew?

4. Are some supervisors disengaged?

5. Role Play- The disengaged shop mechanic

6. How does having an engaged crew change your job?

7. Skills and tools that will help mining supervisors build an engaged crew

Job Related Engagement Activities

1. Using the TAKE CHARGE engagement scale, each supervisor will determine the engagement level for each of their workers

2. Each supervisor will follow up the classroom exercise by obtaining engagement input from their crew.

3. Each supervisor will develop a plan to increase employee and crew engagement. This plan is implemented following the classroom session.

4. Each supervisor will present a report on their experience at their next training session

On The Job Assignments

How To Improve Individual And Mine Wide Communication

Classroom Agenda1. The types of communication that occur in a mine

2. Typical miscommunications or communication breakdowns in a mining operation

3. Role Play- How good are your verbal communication skills

4. The 4 essentials of communication

5. The 100%/100% communication model

6. How communication skills effect safety, productivity, compliance, etc.

7. The communication wheel

8. THE QUESTION – The supervisors most valuable communication tool

9. Case Problem – How good are your listening skills

Job Related Communication Activities On The Job Assignments

1. Class breakout exercise- In groups of 3, the supervisors will identify at least 5 communication problems effecting mine performance

2. A master list of mine-wide communication problems or issues is built

3. Actions plans are devised to address the 5 most critical communication problems

4. Designated supervisors will report the status of each action plan at the next classroom session

Problem Identification Skills Classroom Agenda

1. What is a problem? What is an issue?

2. The 4 types of problems

3. Multiple examples of problem identification actions in the mining industry

4. The TAKE CHARGE four step problem identification tool

Job Related Problem Identification Activities

On The Job Assignments 1. Prior to the problem identification session, each supervisor will anonymously identify

what he or she feels are the 5 biggest problems effecting mine performance

2. A carte blanche a list of problems effecting mine performance is generated . This list usually consists of 20 to 40 problems

3. Each problem on the carte blanche list is validated

4. The list is prioritized by performance losses

5. The 10 to 1 ratio tool is applied to the top 5 biggest problems effecting mine performance. This will determine the true causes.

Additional Training modules1. Coaching Skills – A necessity for team building

2. Planning Skills For Mining Supervisors

3. How to identify and correct the most commonly violated performance standards at your mine

4. How to improve individual and mine-wide decision making skills

5. Motivational skills and tools for mining supervisors

6. Accountability – A vital trait in the mining industry

The goal of the TAKE CHARGE concept is to assure that every supervisor

achieves substantial and measurable success

FAILURE IS NOT AN OPTION

The Take Charge Supervisory Development Concept

TOTAL MINE MPI RANKING

2017 2018Planning

Comparative Department MPI Ranking

20172018

Department Heads

Maintenance Supervisors

Production Supervisors

In the words of a longtime general mine foreman a few years ago:

“The TAKE CHARGE supervisory development system can’t not

work”.

The Take Charge Supervisory Development Concept

As you can see, the TAKE CHARGE concept is unlike traditional supervisory development

programs.TAKE CHARGE doesn’t end when the classroom

training ends. IT STARTS

The Take Charge Supervisory Development Concept