With the full range of Outliers Mining Solutions’ tools and programs, our team helps mine sites break down the mining process and drive engagement to influence performance, optimization, and results.
Successful implementations of Operator Scorecards allow for the operation to establish a culture of performance management and expectation.
Outliers Mining Solutions is committed to keeping sustainable environmental, social, and governance practices front of mind.
During an engagement at an Underground Base Metal Mine in Western Canada, it was found the operation had limited daily reporting on critical measures, which resulted in a lack of understanding of how the mine, crews, and individual operators were performing.
In 2016, Outliers Mining Solutions delivered a Lean Six Sigma Green Belt program at a partner Gold Mining Operation in Canada.
When a site is undergoing change or growth, a question hiring managers need to consider is: 'Would a contractor be a better fit for this role in your company than a permanent employee?'
As a result of the Covid-19 pandemic in 2020, several of Outliers Mining Solutions’ operational assessments had to be completed remotely due to travel restrictions. In one such assessment, completed in 2020, the work scope included an operations assessment covering Mine Operations, including loading, hauling and drilling fleets, and the site’s fleet management system.
If you were to ask any member of the OMS team their favourite aspects of the work we do, chances are being on-site and working ‘in the field’ would rank at the top. It gives us the chance to work closely with our clients and better understand the challenges they face daily.
In 2016 Outliers initiated a work scope with Ferrexpo to improve the productivity and efficiency of load and haul fleet at Poltava and Yerestovo mines. This scope included the deployment of the Outliers Performance Management tools such as the Short Interval Control tool and the rehabilitation and effective use of the Wenco Fleet Management System to deliver improved truck allocation.
Our clients will tell us they know they should be hot-seating; they know that there is an opportunity, but it hasn’t been implemented. Of course, it would be ideal to have a true hot-seat, one where trucks roll up to an elevated platform, one operator walks off, the other walks on, and the truck cycle is barely interrupted. A hot-seat shift-change process like that can virtually eliminate production losses during shift-change.