AAOM Handbook

INTERNAL

performance are the execution KPIs over which each role has direct influence. In the BPF these KPIs are based on the Theory of the process. The successful delivery of the Purpose of a process requires that we understand and apply a valid Theory to the operation of the process. The definition of a Theory is that it makes reliable predictions about the results that will be produced from a set of actions or conditions. Therefore the theory measures are leading indicators of process performance. Hence, if the underlying theory of a process is not being delivered an intervention in the process is required. The Theory applied to the operation of a process is defined by the;  'technical' design of the process, and  Production and Service Strategies applied to the process. The technical theory of a process is specific to its design, and is typically related to the physics, chemistry and/or hardware applied to the transformation, transfer or storage activities involved in the process. For example, in mining we can predict the fragmentation and movement of a blasted section of ore based on the blast-hole pattern and size, the charge specification and the firing sequence. In mineral processing we can predict the dissolution of gold in a leach circuit based on the grind size of the ore, the chemistry of the circuit and the residence time in solution. In safety we can predict the tendency towards an individual being involved in an accident based on their knowledge and experience of a situation, and their attitude to risk. Each of the characteristics mentioned in the above examples are theory parameters that could be measured. The Production and Service Strategies (refer to the BPF elements of Set Production Strategy and Set Service Strategy) relate to choices around the approach to operating and servicing (managing potential threats) a designed process. One area of strategy choice relates to the incremental adjustment of the 'technical' parameters inherent in the process design, e.g. powder factor, solution pH or concentration etc. Another set of strategy choices relate to, or affect, the operating approach applied to the process. These include;  use of time (utilisation),  rate of operation (throughput),  quality (input and/or output specification), and  service strategy (actions to predict, prevent or mitigate threats). The combination of the above strategy choices will determine the process;  reliability (frequency of disruption to the process),  process efficiency (recovery),  fixed costs, and  variable costs, which will in turn determine the process Effectiveness, Efficiency and Sustainability.

© McAlear Management Consultants 2007

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