The value chain of the mine requires every step to add value; not to be treated like a cost centre. Maintenance departments should not be a cost centre; they should be a value centre which increases value through improved availability of the equipment. Similarly mining departments should focus on wringing every tonne out of the equipment at the lowest possible cost; and so on across the mine. Every decision is an opportunity to add real value regardless as to whether it is a dragline, a bucket, shovel dipper, truck body, or choosing the right person for a job; you must look for the way to add value. It doesn´t matter what your job title is; your primary job is to add value; more tonnes, lower cost, better safety, a happier and more productive work place, etc. Professor Michael Porter of Harvard Business School, who developed the value chain concept, has it spot on; if it doesn´t add real, measurable value then prune it. It doesn´t matter if it is a process or a person.

So what is Asset Optimisation of Surface Mining Equipment? Asset Optimisation is made up of efficiency (how much it is producing) and effectiveness (how well it is applied). On this occasion we will be focussing on efficiency. Therefore for this conference, Asset Optimisation is defined as,

"Understanding and delivering equipment capability in performance and cost".

Questions to ask:

Do I know what my equipment is really achieving?

What is my equipment capable of achieving?

Do you know what world-class performers are doing?

How do you compare to world-class performers?

What has the greatest impact on shareholder value for you?

How do you deliver real, lasting improvements?

How can you improve the reliability and safety of your equipment?

Where are hidden improvement opportunities; how worthy are they?

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