Oh Snap. You're 3/4 Through Your BI Initiative and the Data Was Wrong: Final

The final installment, LET'S GO!

?? If you haven't read parts one and two, click here: Part One and Part Two .

By this time, you're clearly a genius.

People will fall at your feet and praise you for being "the one" who can solve any problem, no matter how big or small.

It's basically solved already—in your mind, at least.

This is where we need to do something crazy, something uncomfortable.

Get Feedback.

Why? Well, as smart as you are, there's no way you're smarter than 5 people, or 10 people, or...you get the point.

Real Insights: The people on the ground have the best understanding of the actual challenges and opportunities. Their insights can lead to practical solutions you might not have considered.

Building Trust: Actively seeking and valuing input builds trust and respect. Your team will appreciate being heard and feel more invested in the outcomes.

Better Decisions: Incorporating feedback ensures your decisions are grounded in reality. This leads to more effective and sustainable improvements.

Oh, Harry, that's just corporate garbage speak. We all know you don't need to do that.

sigh...looks like you need examples.

Examples:

Case 1: The excavator with slow swing time. We were scratching our heads until one operator said, "Hey, the machine has a hydraulic issue—EVERYONE KNOWS THAT."

A 30-second chat turned a productivity project into a maintenance project, saving us a lot of face and many disgruntled operators!

Case 2: The new guy is trying to improve dragline cycles. Data shows productivity has decreased compared to 5 years ago.

Clearly a process issues, but let's just check with Smithy.

"Hey Smithy, what do you think?" Smithy replies, "Easy! The draglines were wound back to 90% in the PLC 3 years ago because the house was cracking."

Hmmmmm, maybe we should fix the house and wind them back up.

So, why didn't they say anything before.

My advice, sometimes all you need to do is ask, so be the one to ask.

Funny how a quick chat can change your view rapidly. The more chats, the more you learn and the wider your view gets.

WARNING: You need discernment. One opinion is okay, but many have pet peeves and the answer to anything will be related.

The solution? ASK MORE PEOPLE. When you think you've asked enough, ask 10 more!

This is where I see the most failures. Yes, it can be uncomfortable for some, but push on and the sky's the limit for your ability to solve problems.

How to Get Even More Engagement?

Enter the Idea Generation Session:

Don't pay a consultant a gorillion dollars to run an idea generation session - DO IT YOURSELF.

Define the Problem: Clearly lay out the problem or opportunity. Make sure everyone gets the context and what we aim to achieve.

Example: Our 9800 is running 13% under target on material moved for Q1.

Gather a Diverse Team: Get people from different departments and levels. Different perspectives bring fresh, innovative solutions.

Example: Excavator operators, dispatch, mine engineers, maintenance, truck drivers (they see everything!), graduates, hell, even throw in a geologist or dentist (yes, that was a reading check ??).

Brainstorm Ideas: Have structured brainstorming sessions to generate a wide range of ideas. Let everyone contribute freely—no judgment.

Example: I go with sticky notes, 15 minutes to write, then go around the table one at a time, one idea at a time—this helps make sure you hear from everyone and one person can't dominate.

Evaluate and Prioritise: Look at feasibility, impact, and resources needed for each idea. So we can pick the best ones to move forward with.

Example: First, group similar ideas, put them on the whiteboard ranked by value and ease.

Ok, now you have some ideas—probably too many...we can fix it.

Enter one of my heroes, Colonel David Hackworth, and the Two Things Rule.

Hackworth's 2 Things goes like this:

During his service in Vietnam, Hackworth noticed units struggling with too many priorities and a lack of clear direction. Important tasks were falling through the cracks. To fix this, he created the "2 Things Rule." Leaders had to identify the two most critical tasks at any given time. By focusing on just these two, they ensured these priorities got the attention and resources they needed.

Hackworth found this method led to more effective and efficient operations. Simplifying priorities and focusing on the most important tasks helped his units achieve better results and maintain high performance. The "2 Things Rule" became a key part of his leadership approach and boosted his reputation as a highly effective military leader.

Let's use it with one of my patented kill sessions.

Idea Kill Session:

Narrow Down to Two Ideas: Hold an "idea kill session" where you critically evaluate and cut down the ideas until only the two strongest remain.

Be ruthless, we really are trying to find the best two.

Not three, not four....TWO.

Now it's time to act.

Part One : Make sure the data is good.

Part Two: Make sure you have field-verified.

Part Three (you are here): Get feedback from people on the ground.

Final Step: Get to work on the two MOST important things for your operation.

With the confidence that you're on the right path!

P.S - The reports from this series are from our Connected Mine product - www.inapl.com - Information Alignment check us out if you want to release yourself from data hell ??

P.S.S - ? My name is Harry Finn

??Elevating miners with next-level mining technology

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