Case Study: Implementing a Targeted Operating Model (TOM) Across the Mining Lifecycle
A mining project evolves through several distinct stages—Exploration, Feasibility, Permitting, Development, Production, and Closure. At each phase, an effective Targeted Operating Model (TOM) plays a pivotal role in aligning operational priorities with organizational objectives. This case study explores the application of key TOM components—Goals, Culture, Alignment, Leadership Development, Systems of Work, Process Optimization, Organizational Design, Employee Lifecycle/Development, and Digital Adoption—throughout the mine lifecycle.
1. Exploration Stage
Goals: Establish clear objectives for resource discovery and initial viability assessment.
Culture: Foster a culture of curiosity and innovation, encouraging geologists and engineers to collaborate.
Alignment: Align exploration activities with corporate strategies for commodity focus and risk appetite.
Leadership Development: Train leaders to manage uncertainty and technical complexities.
Systems of Work: Implement efficient workflows for sampling, geologic modeling, and data interpretation.
Process Optimization: Leverage technology like satellite imagery and geophysical surveys to streamline exploration.
Organizational Design: Maintain a lean, flexible team structure focused on technical expertise.
Employee Lifecycle/Development: Focus on recruiting specialists with field experience and technical acumen.
Digital Adoption: Utilize advanced mapping tools and data analytics for accurate assessments.
2. Feasibility Stage
Goals: Develop a detailed plan to assess the technical and financial viability of the project.
Culture: Instill a culture of thoroughness and attention to detail.
Alignment: Ensure feasibility studies align with long-term corporate objectives and market demand.
Leadership Development: Equip leaders with project management and financial analysis skills.
Systems of Work: Standardize methodologies for resource estimation, mine design, and economic modeling.
Process Optimization: Refine workflows for cost and time efficiency in data collection and analysis.
Organizational Design: Expand the team to include financial analysts, engineers, and environmental specialists.
Employee Lifecycle/Development: Retain and reward staff with expertise in technical studies.
Digital Adoption: Use advanced simulation tools for mine planning and cost modeling.
3. Permitting Stage
Goals: Secure all necessary regulatory approvals and community support.
Culture: Build a culture of transparency and social responsibility.
Alignment: Align permitting efforts with regulatory requirements and community expectations.
Leadership Development: Train leaders to navigate legal and environmental challenges.
Systems of Work: Develop standardized processes for preparing and submitting permit applications.
Process Optimization: Streamline environmental assessments and stakeholder engagement activities.
Organizational Design: Add legal advisors and community relations specialists to the team.
Employee Lifecycle/Development: Provide training on regulatory compliance and stakeholder management.
Digital Adoption: Employ digital platforms for tracking compliance and managing community feedback.
4. Development Stage
Goals: Prepare the site for production with efficient infrastructure development.
Culture: Foster a results-driven culture with a strong emphasis on safety.
Alignment: Align infrastructure development with production timelines and operational needs.
Leadership Development: Develop leaders to manage large-scale construction projects.
Systems of Work: Implement systems for project monitoring and quality control.
Process Optimization: Optimize logistics for material and equipment delivery.
Organizational Design: Scale up the workforce with engineers, project managers, and construction specialists.
Employee Lifecycle/Development: Onboard and train workers in construction best practices.
Digital Adoption: Use project management tools for real-time progress tracking.
5. Production Stage
Goals: Achieve steady production while maximizing efficiency and profitability.
Culture: Cultivate a safety-focused and performance-driven workplace culture.
Alignment: Align production targets with market demand and company objectives.
Leadership Development: Develop leaders to manage operations and teams effectively.
Systems of Work: Establish standardized operating procedures for mining, processing, and logistics.
Process Optimization: Implement continuous improvement initiatives to reduce costs and enhance output.
Organizational Design: Define clear roles for operations, maintenance, and safety teams.
Employee Lifecycle/Development: Develop training programs to upskill workers and retain talent.
Digital Adoption: Integrate automation, IoT devices, and predictive analytics for operational efficiency.
6. Closure Stage
Goals: Safely close the mine and rehabilitate the land for future use.
Culture: Promote a culture of accountability and environmental stewardship.
Alignment: Ensure closure activities align with regulatory requirements and community expectations.
Leadership Development: Train leaders to oversee decommissioning and reclamation efforts.
Systems of Work: Establish processes for dismantling infrastructure and land rehabilitation.
Process Optimization: Optimize closure workflows to minimize cost and environmental impact.
Organizational Design: Transition to a smaller team focused on closure and monitoring.
Employee Lifecycle/Development: Support workforce transition with retraining and placement programs.
Digital Adoption: Use GIS and environmental monitoring tools to track rehabilitation progress.
Conclusion
An adaptive Targeted Operating Model (TOM) ensures that a mining project can successfully navigate each stage of its lifecycle. By focusing on key components—Goals, Culture, Alignment, Leadership Development, Systems of Work, Process Optimization, Organizational Design, Employee Lifecycle/Development, and Digital Adoption—the organization can drive efficiency, sustainability, and long-term success.
