In the stope
aspect. It is relative as well; some
would argue that not all mines
have transformed and improved.
Another angle is that in mines
where there are black shift bosses, it
is often said that they do not have
the same authority as their white
counterparts have. However, overall,
mines have changed for the better.
What advice do you have
for supervisors and mine
captains who need to maintain
the production rate, but at
the same time ensure and
guarantee the safety of mine
workers? How can they manage
and maintain that balance?
First, make sure production crews
always have all the necessary
resources (tools, equipment, and
material). This means resource
scheduling, which goes hand in
hand with planning for production.
Encourage a culture of reporting
accidents, unsafe practices, and
even high-potential incidents.
Review the system of production
bonuses, and make sure it does
not encourage workers to hide
accidents. Incentivise safety; include
your leading indicators such that
the crews work optimally and that
whatever they do, they promote
safe production. That will be the
first things that you need to do.
Moreover, acquire the skill of
managing team dynamics. Give your
crews a voice; make them lead and
listen to them. Let them suggest
how they can achieve the goals of
the team, production section, and
Encourage a culture of reporting
accidents, unsafe practices,
and even high-potential
incidents. Review the system of
production bonuses, and make
sure it does not encourage
workers to hide accidents.
the company in general. Make sure
you have all engineering controls
in place and that they work and
serve the desired purpose, and
monitor their performance.
You cannot do without the critical
engineering controls that may
lead to catastrophic events if they
are not in place, not monitored,
and not managed to the required
standard of performance. When
mining in a deep-level hard-rock
mine, for example, make sure the
stopes are supported with nets and
bolts. Get the roof support in the
stope to the required standards.
Tap into the tacit knowledge
of the production crews and
operators; there is a lot of
knowledge among workers in the
stope. The frontline mining teams
are incredibly knowledgeable;
do not underestimate them. Be
visible, talk to the crews, be part
of them, show that you care — do
not only drink coffee in the office
on surface but also make time to
interact and converse with different
members of the mining teams at
their working environment through
visible, felt leadership sessions.
Have safety conversations
with your crew, and do not
underestimate the supervisors.
You need to ask whether your
supervisors are change facilitators
or change resistors. Supervisors
are critically important: they are
catalysts and they are agents of
change in the workplace. b
MARCH 2018 MINING MIRROR
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