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Three-step problem solving
Step 3: Action planning and tracking
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To be the world's best gold company by finding,
acquiring, developing and producing quality
reserves in a safe, profitable and socially
responsible manner.
Safety Vision
Every person going home safe and healthy every day.
Vision
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Barrick Values
Behave Like an OwnerWe accept accountability for our actions and results. We treat the Companys assets as our own. We areentrepreneurial and look for opportunities to grow our business. We act with integrity, operating within the
letter and spirit of the law and Barricks Code of Business Conduct and Ethics.
Act with a Sense of UrgencyWe are decisive, take initiative and make tough decisions when necessary. We set priorities and act on them.
Be a Team PlayerWe work safely at all times. We respect our colleagues and those we interact with outside our organization. We
listen to others for understanding and we ask for help. We build trust and celebrate our successes. We helpothers improve their effectiveness. We promote confidence and trust in each others capabilities.
Continually ImproveWe are always committed to improvement. We build on good ideas, learn from our mistakes and challenge the
status quo. We think outside of the box and have a desire to succeed and add value to our work.
Deliver ResultsWe have a clear vision of where were going and the plan to get there. We focus our resources to achieve our
objectives. We pay attention to detail and keep our commitments. We deliver results.
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BOS 3-STEP PROBLEM SOLVING
Diagnose
opportunity/set goals
Keyactivities
Define the problem
and assign team Conduct critical
analyses to identify
vital few issues
Build draft value-
driver tree and
identify KPIs Communicate
approach
and Phase 1
findings
Diagnose
opportunity/set goals
Step 1
Generate ideas for
improvement Existing ideas
Brainstorming
Specific tools
(e.g., lean)
Stand-alone
initiatives
Prioritize ideas
Action Go-do
ideas
Prepare case for
ideas requiring
approval
Generate and
evaluate ideas
Step 2
Plan
implementation
Prepare action
plans Key activities/
milestones
Targets on top and
front-line KPIs
Set up target
control sheets
around KPIs
Implement and
review progress
Actions
Impact
Step 3
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TWO KEY ELEMENTS FOR SUCCESSFUL IMPLEMENTATION
Comprehensive action plans Ongoing tracking process
Build understanding and commitment
among all relevant stakeholders
Develop explicit plan with actions,
accountabilities, and milestones Integrate approved ideas into a master
plan
Prioritize/sequence ideas to
maximize cash flow given difficulty
of implementation
Reprioritize current activities
No-escape process to make improvements happen
A good idea is only goo d onc e implemented!
+
Institute process to track
implementation progress
Tracking of KPIs and actions
on target control sheets Regular update meetings
(integrated into ongoing
management meetings)
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COMPREHENSIVE ACTION PLANS 2 BASIC STEPS
Ensure plans for each idea
contain all required steps (e.g.,training, new standard operating
procedures)
Assign specific resources to
subtasks
Include specific start dates, end
dates, and milestones Clearly depict dependencies
among tasks
Develop individual action plans Develop master plan for area
Ensure high-impact, quick-
payback ideas are scheduled asearly as possible
Identify predetermined
constraints (e.g., capital),
commitments, and
interdependencies across ideas
establish the critical path
Check load on key individuals
required after the initial plan; revise
plans as required
Build consensus and commitment
with key managers/stakeholders
Step 1 Step 2
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WHAT MAKES A GOOD MILESTONE
Specific end product that signals real progress toward full implementation
It will be obvious when the milestone has been reached
Responsibilities for the milestone are clear
Project leaders are responsible to achieve milestones on time
Poor milestone Hold the meeting with MacPherson on ball charge
Good Milestone
Final consensus achieved on optimal ball charge at 12%
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BUILDING THE MASTER PLAN
Individual action plans
Resource/timing plan Master area action plan
Amount of time and
resources required to
implement each
initiative
Current area
responsibilities
Resources required
to maintain daily
operations
Other area initiatives
Assessment of resources
required to achieve all area
goals
Plan to ensure access toresources
Other areas of operation
Better resource sharing
Recruiting
Prioritization of individual
action plans
Assess interdependencies of
ideas
Bring forward maximum
impact of initiatives while
respecting resource constraints
Prioritized set of
action plans
Adequate
resourcesassigned to
achieve full
implementation
Agreement from
all levels of
management thatthe plan is
feasible
+
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TWO KEY ELEMENTS FOR SUCCESSFUL IMPLEMENTATION
Comprehensive action plans Ongoing tracking process
Build understanding and commitment
among all relevant stakeholders
Develop explicit plan with actions,
accountabilities, and milestones
Integrate approved ideas into a master
plan
Prioritize/sequence ideas to
maximize cash flow given difficulty
of implementation
Reprioritize current activities
Institute process to track
implementation progress
Tracking of KPIs and actions on
target control sheets
Regular update meetings(integrated into ongoing
management meetings)
No-escape process to make improvements happen
A good idea is only good on ce implemented!
+
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TP/hour OP costsAvailability
SAG Power
utilization
Activities
What Who When
Cone power
utilization
Activities
What Who When
Retorque per
changeover
Activities
What Who When
Liner Cost/ton
Activities
What Who When
Overall
targets
Front-line
KPIs andTarget
Control
Sheets
Unit KPIs
ILLUSTRATIVE
TARGET CONTROL SHEETS LINK ACTION PLANS
AND EXPECTED RESULTS
Regular
performancereviews
Corrective action
Wet Mill #1 Tons per day
Operating cost/ton
Grind constraints
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WHAT IS A TARGET CONTROL SHEET?
TARGET CONTROL SHEETS track the
overall impact of these projects against
planned results specified in individual
projects
Graphical
representation of KPI
performance versus
target over time
List of all projects
that affect KPI and
progress against
each
ILLUSTRATIVE
TARGET CONTROL SHEETSubject: Reduction of Equipment Downtime
Responsible: John Miller Dept. Production 13 B Date: Nov. 26, 1998
month week 1 2 3 4 5 6 7 8 9 10 11 12
Plan 11 11 10.5 9.5 9.2 8.7 8.5 8.2 7.8 7.5 7 6.5
Act. 11.8 11.5 10.0 9.0 8.9 8.3 8.0 7.9 7.7
Activities
1. Trai n operat ors and Pl an
MA's on problem
solving Act.
2. Introduce changeover Plan
reduction program
Act.
3. Change all old rol lers Plan
and bearings at
conveyors Act.
4 . In troduce P revent ive P lan
Maintenance Program
Act.
Plan
Actual
Unit:[ %of total
runtime ]
8
7
6
10
9
11
KPI:
Downtime
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EXAMPLE TARGET CONTROL SHEET FROM MEIKLE
Subject: RTD-TRACK DOZER-BLADE AIR FILTER COST BETZE- POST CONTINUOUS IMPROVEMENT.
Responsible: KEVIN R HUGHES Department: MINE MAINTENANCEUpdate: 5/30/2001
Date Jan/2001 Feb/2001 Mar/2001 Apr/2001 May/2001 Jun/2001 Jul/2001 Aug/2001 Sep/2001 Oct/2001 Nov/2001 Dec/2001Plan 2100 2100 2100 950 950 950 950 950 950 950 950 950
Act. 2100 2100 700 644 980 633 1104
Activities
Condition based Plan
Maintenance of filter.Act
Remove air filters from Plan
PM kits. Act.
Train Maint Techs. On Plan
restriction gauges Act.
Train Operators on Plan
restriction gauges Act.
Plan
Characteristic:Dollar Spend
Unit: Dollars eamonth
Week Month
1500
2000
1000
500
Actual
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RIGOROUS PERFORMANCE REVIEWS
TOOLS FOR MONTHLY REVIEWS
TARGET CONTROL SHEETSubject: Reduction of Equipment Downtime
Responsible: JohnMiller Dept. : Production13B Date: Nov. 26, 1998
m on th w ee k 1 2 3 4 5 6 7 8 9 10 11 12
Plan 11 11 10.5 9.5 9.2 8.7 8.5 8.2 7.8 7.5 7 6.5
Act. 11.8 11.5 10.0 9.0 8.9 8.3 8.0 7.9 7.7
Activities
1 . T ra in o pe ra to rs a nd P la n
MA's onproblemsolving Act.
2. Introducechangeover Plan
reductionprogramAct.
3. Changeall o ldro llers Plan
andbearings atconveyors Act.
4. IntroducePreventive Plan
MaintenanceProgramAct.
5. Establishautonomous Plan
work teams with owner-s hip for e qu ip me nt A ct .
6. Focusedproblem solvingPlan
tot acklespecificproblems Act.
Plan
Actual
Unit:[ %oftotal
runtime ]
8
7
6
10
9
11
Characteristic:
D
owntime
Bring background
data for detailed
discussion of
problems
Pareto equipment downtime
2. Review actual
performance vs. target.
3. Review progress of
planned projects.
Understand delays in
projects or lack of impact.
Decide additional activities
or adjust detailed action
steps
1. Bring updated TargetControl Sheet to the
monthly review
meeting
ILLUSTRATIVE
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KEY QUESTIONS FOR IMPLEMENTATION REVIEW MEETINGS
1. Did we do what we said wed do?
2. Are we getting the impact?
3. What are we going to do about it?
4. What else should we be doing to improve?
TARGET CONTROL SHEETSubject: Reduction of Equipment Downtime
Responsible: JohnMiller Dept. : Production13B Date: Nov. 26, 1998
m on th w ee k 1 2 3 4 5 6 7 8 9 10 11 12
Plan 11 11 10.5 9.5 9.2 8.7 8.5 8.2 7.8 7.5 7 6.5
Act. 11.8 11.5 10.0 9.0 8.9 8.3 8.0 7.9 7.7
Activities
1 . T ra in o pe ra to rs a nd P la n
MA's onproblem
solving Act.
2. Introducechangeover Plan
reductionprogram
Act.
3. Changeall o ldrollers Plan
andbearings at
conveyors Act.
4. IntroducePreventive Plan
MaintenanceProgram
Act.
5. Establishautonomous Plan
work teams withowner-
s hi p fo r eq ui pm en t A ct .
6. Focusedproblem solvingPlan
totacklespecific
problems Act.
Plan
Actual
Unit:[ %oftotal
runtime ]
8
7
6
10
9
11
C
haracteristic:
Downtime
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TRACKING BEST PRACTICES
This phase is critical, without impact the project will have been
worse than simply a waste of time
Tried that, didnt work syndrome tough to restart
Work to create a culture of disciplineWe do what we
commit to, and we raise issues early
Best practice Common pitfalls
Milestone tracking provides early
warning system for possible delays,
removal of barriers
Meetings focused on identifying and
solving implementation problems
what are we going to do about it?
Celebrate wins/successes
Issues not discussed or addressed
until project slippage has occurred
Meetings focus on assigning blame
May cause people to hide issues
until they become crises Wins go uncelebrated, lose
improvement momentum
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TWO KEY ELEMENTS FOR SUCCESSFUL IMPLEMENTATION
Action plans Ongoing tracking process
Build understanding and commitment
among all relevant stakeholders
Develop explicit plan with actions,
accountabilities, and milestones
No-escape process to make improvements happen
A good idea is on ly good once implemented!
+
Institute process to track
implementation progress
Tracking of KPIs and actions
on target control sheets Weekly/bi-weekly team
progress reviews
Monthly update meetings to
management
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3a) WHAT IS AN ACTION PLAN???
What it is What it does
Visually displays what actions are
going to happen and shows their
interdependencies
Answers the 3Ws what, who and
when
Shows all meetings, needed
approvals, timelines, etc.
Is easily updated
Sets a provisional standard
Ensures you have thought through
everything that needs to happen
Ensures accountability and clarity
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WHAT MAKES A GOOD MILESTONE
Specific end product that signals real progress toward fullimplementation
It will be obvious when the milestone has been reached
Responsibilities for the milestone are clear
Project leaders are responsible to achieve milestones on time
Poor milestone
Hold the meeting with MacPherson on ball charge
Good Milestone
Final consensus achieved on optimal ball charge at 12%
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3a) EXAMPLE IMPLEMENTATION PLAN
What Who When
07:00 08:0007:15 07:30 07:45
Wake up Call service
Take shower Me
Shave Me
Get dressed Me
Brush hair Me
Leave for work Me
Make breakfast Tim Hortons
Eat breakfast Me
Arrive at work Me
Walk to work Me
Walk to breakfast Me
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3a) ACTION PLANNING EXERCISE - BUYING A HOUSE
Overview A couple is currently renting an apartment, but have
decided to purchase their first home. They need an
action plan from decision to move in.
Exercise Please build the couples action plan and present in a
GANTT chart format
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TWO KEY ELEMENTS FOR SUCCESSFUL IMPLEMENTATION
Ongoing Tracking Process
Build understanding and commitment
among all relevant stakeholders
Develop explicit plan with actions,
accountabilities, and milestones
+
Institute process to track
implementation progress
Tracking of KPIs and actions
on target control sheets Weekly/bi-weekly team
progress reviews
Monthly update meetings to
management
Action Plans
No-escape process to make improvements happen
A good idea is on ly good once implemented!
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TARGET CONTROL SHEETSubject: Reduction of Equipment Downtime
Responsible: John Miller Dept. Production 13 B Date: Nov. 26, 1998
month week 1 2 3 4 5 6 7 8 9 10 11 12
Plan 11 11 10.5 9.5 9.2 8.7 8.5 8.2 7.8 7.5 7 6.5
Act. 11.8 11.5 10.0 9.0 8.9 8.3 8.0 7.9 7.7
Activities
1. Trai n operat ors a nd P lan
MA's on problem
solving Act.
2. Introduce changeover Plan
reduction program
Act.
3. Change all old rol lers Plan
and bearings at
conveyors Act.
4 . In troduce P revent ive P lan
Maintenance Program
Act.
Plan
Actual
Unit:[ %of total
runtime ]
8
7
6
10
9
11
K
PI:
Dow
ntime
3b) WHAT IS A TARGET CONTROL SHEET?
TARGET CONTROL SHEETS track the
overall impact of these projects against
planned results specified in individual
projects
Graphical
representation of KPI
performance versus
target over time
List of all projects
that affect KPI and
progress against
each
ILLUSTRATIVE
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3b) KEY QUESTIONS FOR REVIEW MEETINGS
1. Did we do what we said wed do?
2. Are we getting the impact?
3. What are we going to do about it?
4. What else should we be doing to improve?
TARGET CONTROL SHEETSubject: Reduction of Equipment Downtime
Responsible: JohnMiller Dept. : Production13B Date: Nov. 26, 1998
m on th w ee k 1 2 3 4 5 6 7 8 9 10 11 12
Plan 11 11 10.5 9.5 9.2 8.7 8.5 8.2 7.8 7.5 7 6.5
Act. 11.8 11.5 10.0 9.0 8.9 8.3 8.0 7.9 7.7
Activities
1 . T ra in o pe ra to rs a nd P la n
MA's onproblem
solving Act.
2. Introducechangeover Plan
reductionprogram
Act.
3. Changeall o ldrollers Plan
andbearings at
conveyors Act.
4. IntroducePreventive Plan
MaintenanceProgram
Act.
5. Establishautonomous Plan
work teams withowner-s hi p fo r eq ui pm en t A ct .
6. Focusedproblem solvingPlan
totacklespecific
problems Act.
Plan
Actual
Unit:[ %oftotal
runtime ]
8
7
6
10
9
11
Chara
cteristic:
Dow
ntime
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Daily
Weekly or
bi-weekly
Monthly
3b) SAMPLE AGENDA FOR WEEKLY TEAM PROGRESS REVIEWS
Annual
ILLUSTRATIVE
1. Review performance identifying root causes of
what went well/didnt
2. Review action plans Did we do what we said we
would do for the period? Are we on track?
3. Discuss any improvement actions required. Agree
on revisions to actions plans:
Changes to actions for existing ideas
Need for more problem solving
Example Agenda
Level:
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3b) SAMPLE PROCESS FOR MONTHLY MANAGEMENT REVIEWSILLUSTRATIVE
TARGET CONTROL SHEETSubject: Reduction of Equipment Downtime
Responsible: JohnMiller Dept. : Production13B Date: Nov. 26, 1998
m on th w ee k 1 2 3 4 5 6 7 8 9 10 11 12
Plan 11 11 10.5 9.5 9.2 8.7 8.5 8.2 7.8 7.5 7 6.5
Act. 11.8 11.5 10.0 9.0 8.9 8.3 8.0 7.9 7.7
Activities
1 . T ra in o pe ra to rs a nd P la n
MA's onproblemsolving Act.
2. Introducechangeover Plan
reductionprogramAct.
3. Changeall o ldro llers Plan
andbearings atconveyors Act.
4. IntroducePreventive Plan
MaintenanceProgramAct.
5. Establishautonomous Plan
work teams with owner-s hip for e qu ip me nt A ct .
6. Focusedproblem solvingPlan
tot acklespecific
problems Act.
Plan
Actual
Unit:[ %oftotal
runtime ]
8
7
6
10
9
11
Characteristic:
Downtime
Bring background
data for detailed
discussion of
problems
Pareto equipment downtime
2. Review actual
performance vs. target.
3. Review progress of
planned projects.
Understand delays in
projects or lack of impact.
Decide additional activities
or adjust detailed action
steps
1. Bring updated TargetControl Sheet to the
monthly review
meeting
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3b) ACTION TRACKING BEST PRACTICES
This phase is critical, without impact the project will have been
worse than simply a waste of time
Tried that, didnt work syndrome tough to restart
Work to create a culture of disciplineWe do what we
commit to, and we raise issues early
Best practice Common pitfalls
Milestone tracking provides early
warning system for possible delays,
removal of barriers
Meetings focused on identifying and
solving implementation problemswhat
are we going to do about it?
Celebrate wins/successes
Issues not discussed or addressed until
project slippage has occurred
Meetings focus on assigning blame
May cause people to hide issues
until they become crises
Wins go uncelebrated, lose
improvement momentum
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