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Improving Consistency of Delivery at Mt Rawdon Operation

机译:提高Mt Rawdon操作的交付一致性

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This paper outlines the journey of cultural maturation and management system development at the Mt Rawdon (MRO) gold mine from its acquisition by Evolution Mining Limited (Evolution) in late 2011 to 2016.Evolution embarked upon a series of projects that aimed to improve the operational consistency and implementation of change on-site, while leveraging off the existing strengths of the operation. This document describes the gaps that were identified, the processes used to close them, and the resulting cultural change and production outcomes, with a specific focus on how to optimise the culture at any mining operation.MRO had a history of four owners in less than three years when it became a key asset of Evolution. The site leadership team (SLT) decided to influence the culture at MRO by reviewing and upgrading the existing management processes.The first priority was to improve transparency and collaboration at the SLT level, followed by improving competency in project management. The next phase was to strengthen the internal communication using a deliberately designed network of meetings, communication screens and other initiatives. Once there was some traction, the focus moved toward increasing production volume and decreasing cost per unit by improving short-term planning and execution capability. Together with other initiatives, this resulted in improved collaboration between all functions, which in turn netted over 37 per cent mining production uplift.Following solid success, a process of prioritisation and alignment management was implemented. This supported the 'Mine to Mill one operation' ideal and allowed the SLT to decide month-by-month what actions were to be prioritised. These priorities incorporated production realities and longer term imperatives of the balanced business plan.Much of this work was completed during a period of declining gold prices and a relentlessly strong Australian dollar, making it difficult to justify spending money on improvement projects. This work proved critical for the operation's long-term survival.
机译:本文概述了Mt Rawdon(MRO)金矿的文化成熟和管理系统开发的旅程从2011年底到2016年的进化矿业有限公司(Evolution)的收购。易于启动了一系列旨在改善业务的项目在现场变更的一致性和实施,同时利用现有的运作优势。本文档描述了所识别的差距,用于关闭它们的过程,以及由此产生的文化变革和生产结果,具体关注如何在任何采矿作业中优化文化。遍在少于四个业主的历史三年来成为进化的关键资产。本网站领导团队(SLT)决定通过审查和升级现有的管理流程来影响MRO的文化。首要任务是提高SLT水平的透明度和合作,然后提高项目管理的能力。下一阶段是使用故意设计的会议,通信屏幕和其他举措网络加强内部沟通。一旦有一些牵引力,焦点就提高短期规划和执行能力,焦点朝着增加产量和每单位成本降低。与其他举措一起,这导致了所有功能之间的合作,这反过来有超过37%的采矿产量隆起。续集成功,实施了优先级和对准管理的过程。这支持“矿井”理想的理想,并允许SLT来决定一个月的时间要优先考虑采取的行动。这些优先事项纳入了生产现实和长期必要性,均衡的商业计划的必要性在黄金价格下降和无情的澳大利亚人的期限内完成了这项工作的均等,使得难以证明花费在改进项目上的支出。这项工作证明,对于运作的长期生存至关重要。

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