Your SlideShare is downloading. ×
0
Barrick SME (Mar  2011)
Barrick SME (Mar  2011)
Barrick SME (Mar  2011)
Barrick SME (Mar  2011)
Barrick SME (Mar  2011)
Barrick SME (Mar  2011)
Barrick SME (Mar  2011)
Barrick SME (Mar  2011)
Barrick SME (Mar  2011)
Barrick SME (Mar  2011)
Barrick SME (Mar  2011)
Barrick SME (Mar  2011)
Barrick SME (Mar  2011)
Barrick SME (Mar  2011)
Barrick SME (Mar  2011)
Barrick SME (Mar  2011)
Barrick SME (Mar  2011)
Barrick SME (Mar  2011)
Barrick SME (Mar  2011)
Barrick SME (Mar  2011)
Barrick SME (Mar  2011)
Barrick SME (Mar  2011)
Barrick SME (Mar  2011)
Barrick SME (Mar  2011)
Barrick SME (Mar  2011)
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Barrick SME (Mar 2011)

611

Published on

Barrick\'s continuous improvemement journey implementing lean to support a high performance organization.

Barrick\'s continuous improvemement journey implementing lean to support a high performance organization.

Published in: Business, Education
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
611
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
8
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Transformation Towards AContinuous Improvement CultureTrevor Krawchyk, Business Improvement SpecialistMarch 2011 – SME Denver
  • 2. Today’s Presentation Barrick’s Culture of Continuous Improvement: • Why and how we started • Our implementation strategy • The critical success factors • Summary • Q&A
  • 3. About Barrick • Gold Industry Leader • 20,000+ Employees • 25 Operating Mines • One of Canada’s Largest Companies
  • 4. Background: Change needed? “It is not necessary to change. Survival is not mandatory.” Dr. Deming
  • 5. Barrick’s opportunity (need) for change! 2002 State: • Low gold prices • Tight margins • Rising costs • Poor equipment effectiveness (OEE)
  • 6. Background: Benchmarked The Best Two common themes: 1. Formal CI System 2. CI Culture
  • 7. Dimensions of CI at Barrick FOCUS ON CULTURE OF VALUE CONTINUOUS CREATION IMPROVEMENT “Get results, change the culture along the way”
  • 8. Barrick’s CI Launch - 2002 • Top down support • Operations focused • Quick, high impact improvement at Goldstrike property (pilot) • Expanded to all 9 sites (now 25) “Get results, change the culture along the way”
  • 9. Barrick Vision and ValuesVision: To be the world’s best gold company by finding,acquiring, developing and producing quality reserves in a safe, profitable and socially responsible manner. BEHAVE LIKE AN OWNER ACT WITH A SENSE OF URGENCY BE A TEAM PLAYER CONTINUOUSLY IMPROVE DELIVER RESULTS
  • 10. Barrick CI Vision “Everyone Engaged in Improvement Every Day”
  • 11. Barrick CI – Critical Success Factors 1. Leadership 2. Focus on Process 3. Measurement 4. People & Teamwork 5. Communication and Visibility
  • 12. Barrick CI – Critical Success Factors 1. Leadership • Sustained Commitment from the Senior Leadership • Highly focused on long-term benefits • Included in Personal Performance Commitments • Full-time dedicated global BI Team
  • 13. Barrick CI – Critical Success Factors 2. Focus on Process: • Extensive use of all applicable lean/CI tools • Operations Review Teams (ORT’s) embedded in business cycle (PDR or PDCA)
  • 14. Barrick Business Management Cycle JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DECTalent Review REVIEWORT / Site gap analysis REVIEWStrategic Planning PLANBudget PLANPerformance Commitments PLANTactical Plan PLANExecution DO ORT Process 1. Review 2. Plan 3. Do (Assessment) (Site Visit) (Execute) Objectives Objectives Objectives • Current state • Leadership support and • Develop & execute action • Opportunity commitment plans Identification • Design solutions • Monthly Follow-up “Go to Gemba”
  • 15. Barrick CI – Critical Success Factors 3. Measurement • Focus on Metrics and KPI’s • Track the value creation (waste reduction) • The Culture Scorecard – yes, you can measure culture
  • 16. Barrick CI Value Creation Value Creation 2003 2004 2005 2006 2007 2008 2009 2010 Quality Cost Throughput Total (Illustrative)
  • 17. Barrick Culture Scorecard Current 12 month Sections Elements Score Target Key Themes To Close Gaps Vision & Values 1.8 2.5 Business Strategy and Value Streams 2.0 2.3 Foundation Standardized Processes 0.7 2.3 Culture of CI 2.0 2.0 Foundation Total 1.6 2.3 Recruited for Fit 1.7 2.3 Employee Performance and Development 1.4 2.4 People & Leadership Talent Management 1.8 2.3 People and Leadership Total 1.6 2.3 Clear Targets and Goals 1.3 2.0 Visual Workplace 1.0 2.0 Business Regular Structured Reviews (Plan-Do-Review) 2.0 2.5 Performance Workplace Organization (5S) 1.0 3.0 Management Organization Structured for Performance 1.3 2.0 Business Performance Management Total 1.2 2.5 Employee Involvement and Problem Solving 1.4 2.3 Learning & Knowledge Sharing 1.0 2.0 Knowledge Sharing CI Resources/Support 1.0 3.0 Learning & Knowledge Sharing Total 1.3 2.4 Corporate Social Responsibility 0.8 1.8External Relationship Sustainable Community Development 0.3 1.0 Management Suppliers, Vendors, Contractors & Consultants 1.3 2.3 External Relationship Management Total 0.8 1.7 Overall Score 1.3 2.2
  • 18. Barrick Cultural Measurement Framework S3 Everyone Engaged In CIResults S2 Strong results in critical areas S1 Getting started, limited results S0 Not happening Time Major gaps in Strong leaders Focused initiatives Enterprise-wide CI basic planning making big, in structured culture and operating often tough, process to deliver (INDEPENDENT) standards changes high impact (CHAOS) (PUSH) (DEPENDENT)
  • 19. Barrick CI – Culture vs. Value Creation? Value Creation and Culture 3.0 2.5 Value Creation Culture Score 1.9 2.0 1.5 1.5 1.1 1.0 1.0 0.5 - Region A Region B Region C Region D Target Actual Culture score Higher Culture Score = Greater Value Creation
  • 20. Barrick CI – Critical Success Factors 4. People & Teamwork • Employee Engagement & Involvement • Employees given accountability for results • Willingness to take chances & challenge the status quo • “CI Awards” - Recognition and Reward
  • 21. Barrick CI AwardsRecognize and reward employees for improvements made during theyear in the following 4 categories:1. Employee involvement and participation2. Idea generation / innovation3. Achievement of significant results4. Knowledge seeking and application
  • 22. Barrick CI – Critical Success Factors5. Communication and Visibility • Create formal systems • Establish Best Practices • Share success Continuous Continuous Continuous Improvement Handbook (it’s contagious!) Improvemen Improvemen t Pocket t Pocket Guide Guide First Edition First Edition
  • 23. Our Current Business Environment • Volatile economic forces • Fluctuating Gold Prices (+/- 15% in 1 month) • Inflationary cost pressures • Labour & commodity shortages
  • 24. Summary 2 Dimensions • Value Creation • Culture Critical Success Factors • Leadership Commitment • Focus on Process • Measurement • Communication and Visibility • People and Teamwork
  • 25. Thank You

×