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Site Performance Assessment

Fast, Free, Anonymous


Your personalised report (below) is only 25 questions away...
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Rating Scale

0 = Strongly disagree: Practically never - “nope, we don’t do that here”
1 = Disagree: Almost never - “I’m aware of it, but nobody cares about it”
2 = Neutral: Occasionally/sometime - “we do it inconsistently”
3 = Agree: Almost every time - “yes, we’re pretty consistent”
4 = Strongly agree: Every time - “yep, we’re all over this!”
Assessment progress:
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1
The overall level of trust within the company is very high.
0
1
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4
2
Everyone in the organisation has a clear role, and they perform at their level; supervisors are supervising and not doing operators’ work; department heads act as such, not doing their superintendents’ tasks.
0
1
2
3
4
3
We never ’shoot the messenger’. People are not punished or blamed for delivering bad news or sharing honest information. Instead, the focus is on addressing the issue or problem constructively.
0
1
2
3
4
4
Employees in this company take ownership of their actions and responsibilities.
0
1
2
3
4
5
The company has a good reputation among external stakeholders, including investors, community, and environmental bodies.
0
1
2
3
4
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Report for: Anonymous
Date:
2024/05/07
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Site Performance Report


Introduction

As a leader in a mid-tier mining operation, you probably have 4 main challenges:
Identify and do more of the stuff that moves the needle
Identify and do less of the stuff that’s getting in the way
Get better use of the existing elements
Being able to quickly ‘move the Titanic’ in response to external factors.
All whilst trying to stand out against your peers when it comes time for your next career move.

Your Results

Maturity scores
0
Score
Name
Your overall maturity score
Why
Empowering leadership
Commitment culture
Enablers
Processes and methodologies
1
4
Excellence
2
3
Competentence
3
2
Understanding
4
1
Awareness
5
0
Innocence
0
0
0
0
0
0
There are no rows in this table
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Raw scores
0
Element
Your score
Out of a possible
Score (%)
Your maturity
Target maturity
1
Why
0
12
0%
0
3
2
Empowering leadership
0
20
0%
0
3
3
Commitment culture
0
24
0%
0
3
4
Enablers
0
12
0%
0
3
5
Processes and methodologies
0
32
0%
0
3
There are no rows in this table
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Visualising your organisational maturity

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Understanding your maturity scores

Maturity models are tools that help businesses assess the current effectiveness of their capabilities and what they need to do next in order to improve their performance.
Typically, organisations will ascend the levels of the continuum from innocence to excellence in sequence, as they become more mature and capable.
Organisational maturity then is simply a measure of
Organisational effectiveness.
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Maturity Level Organisational Maturity S-Curves M4 Excellence M3 Competence frustration, friction, anger, depression M2 Understanding M1 Aware MO Innocence Process Maturity Efficient & continually improving, systematically and systemically Effective,.jpeg
(click to enlarge)
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Organisational effectiveness and why it matters

Research tells us organisations that meet certain criteria are more successful than ones that don’t.
At FPC, we group these criteria into five categories:
A Powerful Why for People to Rally Behind - The organisation’s purpose, values and beliefs that motivates people beyond money; a driver for continual improvement, allowing it to adapt to changing external forces, such as social or environmental expectations, technological disruption or economic realities.
Empowering Leadership - Authentically leading, directing and motivating the workforce to achieve organisational goals by applying leadership styles appropriate to the maturity of the team members and allocating appropriate autonomy and responsibilities to them. Team members discharge their duties appropriate to their organisational levels, participate in decision-making, which results in increased engagement, commitment and accountability.
A Culture of Commitment - Compliance is hard to sustain, as it must be perpetuated extrinsically. A committed workforce is motivated intrinsically and therefore more engaged, productive, accountable and willing to go the extra mile. This is the other side of the leadership coin.
Technology that is Fit-For-Purpose - Think data and collaboration tools and technologies that enable the desired behaviours, the value chain, management & business processes and promote data-driven decision-making.
Effective Processes & Methodologies - Lean end-to-end business processes, management processes and proven methodologies power the business and provide timeliness, role clarity and reliable results.

Our Effective Organisation is a mental model that ties together many established and well-proven concepts and methodologies into a single, intuitive Body of Knowledge.
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image.png
Our Effective Organisation Model
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Having developed this over decades in mining, we use this as our proven reference model, against which gap analyses can lead the way to making a site more viable and attain its full potential and that of its people.

Why does it matter?

The more effective a mine site, the more likely it will survive challenges unique to mining and flourish over the long term.
Every step a team, site or department can move UP the maturity ladder is not only visibly noticeable but also something the entire company feels.

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Organisational Maturity.png
Organisational Maturity Levels
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Benefits

As a leader, or future leader, this is the fastest and easiest way to:
Stand out and accelerate your career,
Make your life (and those around you) easier,
Build a high performance team that you can depend on,
Be less susceptible to industry shocks like
Commodity price drops,
High costs/Supply chain issues,
Black swan events like Covid
Be less likely to be shut down to incidents or accidents within your site’s control.

What does excellence look like?

Improve the principle to improve your organisational effectiveness.
The following table ranks your scores from low to high. Start working to improve the lowest scoring areas first.

Your Score
Effective Organisation Element
What does excellence look like?
1
​
Commitment culture
Trust
When assigning work, leaders understand the difference between delegating and abdicating. They take into account the assignee’s level of competence (experience, skills, knowledge) and tools at their disposal, as well as how well they’ve done in the past with similar assignments (performance, reputation, credibility).
Furthermore, they consider the person’s character, in other words their intent (openness, transparency) and integrity (honesty, authenticity)
Most people prioritise the company mission over their own or departmental interest, and related KPIs are aligned.

2
​
Commitment culture
Levels of Work
There is role clarity and most people perform at the level in the organisation that they are meant to (e.g. supervisors supervise, not doing the work of operators, department heads act as the department level, not like superintendents, etc.)
3
​
Commitment culture
Psychological Safety
There is a tangible ‘team spirit’, people feel safe enough to speak up and share the truth with their peers or their boss, even bad news; we don’t ’shoot the messenger’
4
​
Commitment culture
Accountability
The obligation and willingness of individuals to take responsibility for their actions, decisions, and their consequences. It involves acknowledging one's duties, meeting commitments, and being answerable for the outcomes of one's choices and behaviours.
It encompasses several key aspects, including:
Ownership: Accepting and recognising one's role and duties in a particular context or situation.
Transparency: Being open and honest in disclosing information, actions, and intentions, allowing others to assess and evaluate.
Answerability: Being prepared to provide explanations and justifications for one's actions or decisions.
Consequences: Being willing to face the outcomes, both positive and negative, resulting from one's actions or inaction.
Trust: Building confidence and reliability by consistently demonstrating accountability over time.

In organisations, accountability is crucial for fostering trust, promoting ethical behaviour, and achieving desired outcomes.
It helps create a culture where individuals take ownership, meet their commitments, and can be relied upon to deliver results.
Accountability plays a vital role in personal and professional growth, as well as the overall success and effectiveness of teams and organisations.
5
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Why
People interact with the company because they feel alignment of beliefs, vision and values
6
​
Why
People join the team because they feel alignment of beliefs, vision and values
7
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Why
There is a clear and powerful ‘Why’ (beyond financial values) motivating all stakeholders, both internally and externally, it’s continually communicated by leadership in a variety of methods, and it’s clearly understood by all
8
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Enablers
Task Assignment, Collaboration, Notifications and Reminders
Define how tasks will be assigned and track progress within the system.
Determine whether tasks will be assigned individually, collaboratively, or through automated mechanisms.
Establish guidelines for task ownership, accountability, and collaboration to ensure seamless coordination among team members.

9
​
Processes and methodologies
Monthly Departmental Priority Action Review
On a regular (e.g. monthly) basis, the departmental priority actions are updated with status and reviewed between the site GM and the department; they may be re-prioritised in light of external influences

10
​
Processes and methodologies
Leadership Commitment
Leadership has committed to a Project Management Framework (PMF) and issued a directive or a policy explaining where it fits and when to use it.
The company has provided adequate resources to ensure success.
11
​
Processes and methodologies
Production Plans for all time horizons (LOM → SIC)
The objective of the 3MRF is to provide a clear road map for the execution team to dovetail into with their 28/7 Day Plan.
The objective of the Weekly Plan (rolling 28 Day) is to provide a clear road map for the execution team.
The objective of the Day & Shift Plan is to provide the most realistic targets for that time horizon because most variables previously unknown should now be clear.
The objective of Short Interval Control (SIC) is to maximise the performance of work execution at shift level by reducing the PDCA cycle time to as low as hourly.

12
​
Processes and methodologies
Reviews The objective of the Daily/Weekly/Monthly review is to hunt for variances and events, so we can improve our systems and processes.

13
​
Processes and methodologies
Issues & Action Management
The objective of Issues & Action Management is to have a formal process to continually improve performance and our systems and processes.
14
​
Commitment culture
Employee Attraction The company is continually increasing its attractiveness to existing and prospective employees by systematically improving the employee experience by striving to become an ‘Employer of choice’, using
regular surveys,
Structured exit interviews,
External employer review Sites (e.g. Glassdoor),
And other readily available tools.

15
​
Commitment culture
Strategy
Employee Lifecycle management is based on a holistic HR Strategy, which is informed by, and designed to, deliver the corporate strategy.
The desired organisational culture has been informed by - and designed to - deliver the company strategy.

16
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Processes and methodologies
People and Training
Theory of Constraints (TOC) training has been provided to all personnel involved in the Value Chain, there is a universal language and understanding of the concepts and the five focusing steps.

17
​
Processes and methodologies
Leadership, Sponsorship and Commitment
Effective leadership, sponsorship and commitment is crucial in driving and supporting organisational change
Leaders should inspire and motivate employees, communicate the change effectively, and provide guidance throughout the process.
Sufficient resources, both financial and human, must be allocated to support the change initiative. This includes providing training, mentoring, and other forms of support to help employees adapt to new ways of working.
18
​
Enablers
Data Owners
Key data has clear ownership assigned, which is reflected in procedures, job descriptions and/or other relevant documentation

19
​
Enablers
Data Integrity
Mission-critical data is not housed in spreadsheets
Data, dashboards, reports is timely, accurate and trusted

20
​
Processes and methodologies
Leadership Commitment
Leadership commits to continually improving all aspects of the business
Leadership provides adequate resources to support the CI commitment
21
​
Empowering leadership
Cohesive Leadership Team
One Team, One Voice
Leaders act as a cohesive team rather than individuals and communicate the same messages throughout the ranks

22
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Empowering leadership
Trust
Leaders are authentic, have integrity, are transparent in their intent and are trusted.
There must be mutual trust between leaders and their team members, based on transparency of intent and taking into account actual competence.
Leaders trust their team members, delegate appropriately (according to competency levels), never abdicating their ultimate accountability

23
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Empowering leadership
Enthusiasm & Role Modelling Leaders are sincerely enthusiastic and model required behaviours in line with company values

24
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Empowering leadership
Expectations
Leaders communicate their expectations clearly and actively ensure they are understood

25
​
Empowering leadership
Delegation
When key leaders/decision makers are off-site/unavailable, sufficient authority is passed on to their delegates/2ICs to ensure there is no disruption to continuity to the business

There are no rows in this table
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Where to start


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