I developed a framework and procedure to identify, prioritise, execute & track operational improvement opportunities targeting the top operating production losses as reported from the sites Ampla down time loss reporting system. The framework uses visual management tools and lean principles to drive actions for improvements that increase the asset utilisation (availability, performance and quality) metric for the processing department.

1. Operational Improvement
Framework
A framework to identify, prioritise, execute & track
operational improvement opportunities targeting the top
operating production losses in the Mill
Rosebery Mine Tasmania, AUSTRALIA

2. Operational Improvement Framework
Overview
2
Concentrator
Production
Ampla Reporting &
Analysis
OI Weekly Forum
TAKING ACTION
• The OI cycle moves from production to reporting to planning to taking
action and back again
• The PDCA cycle is the feedback loop for managing and tracking
actions taken to address key losses
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125 Data Historian (Pi)
The objective of the operational improvement framework is identify and take the
right course of actions to improve Asset Utilisation (AU)

3. 1. Concentrator
Production
2. AU
Capture &
Reporting
•Reporting of top losses in
terms of metal tonnes by:
•Cause Location
•Cause
3. OI
Weekly
Forum
•Safety Share
•Progress up date on existing
improvements from previous forum
• Review of Ampla top losses reporting
for previous week
• Identification & prioritisation of new
improvements with existing ones
•Creation of action tasks
•Allocation of accountability to take
action on new or existing tasks
Operational Improvement
Process Walk Thru
3

4. 2. Respect - Each individual has a role
to play – respect it
3. Teamwork – The team is stronger
than the individual
4. Challenge - If you can’t justify why
it is as it is – Don’t accept it!
5. Go Look See - Go & See. Gather
data. Find root cause. Gain consensus
& act decisively
1. Continuous Improvement -
Small ongoing incremental
improvement initiatives,
which are simple & quick to
implement
Lean Values
4

5. AU
Capture
and
Reporting
Weekly Reporting
Customised Views
Losses expressed in metal tonnes
Losses identified to cause location
Losses explained by cause
OI Forum
Weekly Frequency
Cross functional representation (Operations, Metallurgy, Maintenance, Reliability)
OI Process Owner
Visual management - Concern strips
PDCA cycle
Accountability
Link to broader production improvement project management processes
Taking
Action
Ownership
Transparency
Linked to production by top loss identification
Root cause analysis
Continuous improvement Integrated with business as usual production activities
Operational Improvement Process Key
Attributes
5

6. Value Stream Map
6
REPORT ANALYSE ACT
OI Lean Board
Updated
Ampla reports
printed and
attached to Lean
Board
OI Weekly Forum
Forum convened on
weekly basis
Top Losses
Identified &
Reviewed by
Exception
Top losses
confirmed and
prioritised for action
during forum
New Concern Strips
Created
New concern strips
created during forum
to address top losses
identified by
exception
Actions undertaken
as per concern strip
Actions taken on
production floor to
address individual
concern strip
containment/
counter measures
identified
Value Stream Map – Rosebery
Operational Improvement Process
Existing Concerns
Strips Reviewed and
Updated
Existing concerns
updated according
to the PDCA cycle
during forum
Ampla Reporting
Automatic Ampla
Reporting
generated

7. Lean Board
7