Developing a Sustaining Performance Culture
Video interview by Scott Staunton, SVP Strategic Asset Management Inc (SAMI), of Dave Blake, VP – Operations and Engineering, JDC Phosphate
Dave Blake knows mining. He has held numerous positions where he has had an opportunity to implement sustainable change in operations.
My first question to Dave was:
“You have had a lot of experience delivering operation and financial results for some major mining operations. What are some of the key elements in developing a Sustaining Performance Culture”?
In the video Dave shares his views on the importance of:
- Shop floor to Top floor alignment
- Engage workforce in development as well as execution
- Clear linkages from shop floor to top level strategy
- Rewards and performance systems linked
- Right person performing the right work at the right level
- All roles and accountabilities are clearly defined and in-line with the improvement/operating stragegies
- All systems are aligned and supporting the operational strategies. i.e.
- Accounting metrics should align with operational vision and strategy
- Budgets are built from bottom up based on well defined target condition master plans
- Consistent messaging and language throughout the organization
- Majority of processes have well defined systems designed to achieve stability and then improve capability
- All work is planned, scheduled and executed
- Critical process variables are defined and systems in place to manage, stabilize and improve
- Complete and well functioning systems of reviews at the right levels, metrics and timing.
- Adequate Resources and deployed throughout the improvement process
- Personnel and training
- Replace as needed
- Leadership Patience
- Straight Implementation is the quickest and sometimes easiest part of change.
- Sustaining execution and continual improvement takes the longest
- Leadership needs to allow this to happen.
My view culture is a set of collective behaviors throughout an organization, with systems in place that drive these behaviors. Poor systems, poor execution, poor discipline and accountability drive poor organizational behaviors.
When done correctly, organizations can benefit dramatically in improved operational, financial, and behavioral outcomes.
My second question to Dave was:
“In your experience, how well have mining operations executed sustainable Performance Cultures?”
Dave goes on to share in the video how well defined, aligned and resourced systems drive a set of desired improvement behaviors, which ultimately lead to a performance culture.
My last question to Dave is:
“What should be the key operational, financial, and behavioral improvements that come from implementing a 3-5 year initiative?
I hope you enjoy this video. Dave and I will be breaking down the elements to Developing a Sustaining Performance Culture in upcoming 5 minute video blogs.
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