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How to Create a Perfect Storm

机译：如何创造一场完美的风暴

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Imagine a 'shiny' new mine, $1 B in the bank and record commodity prices. So how does a company and its management team create enough tension to maximise profit and to establish a culture that can weather the good and bad times? That was exactly the situation the team at OZ Minerals' world class Prominent Hill mine in South Australia faced in 2009. Three years later, the harder times have come - lower though still healthy commodity prices, rising industry costs, fierce competition for talent, geological and technical issues (common to developing mines). However, the company was able to maximise profit during the good times and equip the culture to deal with the tougher times with minimal turnover. Through the combination of simple systems and processes, people development, application of commercial technical acumen and a combination of yin and yang leadership, OZ Minerals has achieved something quite rare - sustainable continuous improvement. The journey started with a vision. The EGM Operations created the 'spark'. The dream was to create a 'franchise mine' that could be rolled out to new mines and acquisitions as the company grew. However, the real leadership came from his lieutenants who provided the important yin and yang. The GM commercial provided the tools, processes, systems and the bottom line focus. The GM operations focused on culture, leadership, training and sustainability. This powerful combination (along with some good old persistence) was able to create the critical mass required to make continuous improvement go 'viral'. This paper explores this unique case to uncover the essential ingredients that were created and mixed together. It will touch on the key human, technical and system elements that helped achieve significant improvements in plant recoveries, mine throughput and operational efficiencies, while overcoming human capacity, geotechnical and contractual challenges.
机译：想象一下“发光的”新矿，银行中有$ 1 B，并且记录了商品价格。那么，公司及其管理团队如何创造足够的压力，以最大程度地提高利润，并建立一种可以度过好与坏时光的文化？这正是OZ Minerals世界一流的南澳大利亚Prominent Hill矿山团队在2009年所面临的情况。三年后，艰难的时刻到来了-尽管商品价格依然健康，行业成本上升，人才竞争激烈，和技术问题（在开发地雷中很常见）。但是，该公司能够在经济繁荣时期实现利润最大化，并使其文化能够以最少的营业额应对艰难时期。通过简单的系统和流程，人员开发，商业技术敏锐度的应用以及阴阳领导的结合，OZ Minerals实现了相当罕见的成就-可持续的持续改进。旅程始于愿景。临时股东大会行动创造了“火花”。梦想是创建一个“特许经营地雷”，随着公司的成长，可以将其推广到新的地雷和收购中。然而，真正的领导来自他的中尉，他们提供了重要的阴阳。通用汽车广告提供了工具，流程，系统和底线重点。通用汽车的业务侧重于文化，领导力，培训和可持续性。这种强大的组合（以及良好的旧持久性）能够创建使持续改进成为“病毒式”需求的临界质量。本文探讨了这种独特的情况，以发现被创造和混合在一起的基本成分。它将涉及关键的人员，技术和系统要素，这些要素在克服人员能力，岩土工程和合同方面的挑战的同时，有助于显着提高工厂的采收率，矿山产量和运营效率。

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  • 来源
    《International mine management 2012》|2012年|239-250|共12页
  • 会议地点 Melbourne(AU)
  • 作者

    J de Ross; A Chadwick; C Adams;

  • 作者单位

    Group Manager Commercial Operations, OZ Minerals, Ground Floor, 170 Greenhill Road, Parkside SA 5063;

    Commercial Analysis and Improvement Superintendent, OZ Minerals, Ground Floor, 170 Greenhill Road, Parkside SA 5063;

    Momentum Partners, P0 Box 7989, Perth Cloisters Square, Perth WA 6832;

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  • 正文语种 eng
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