Most mining operations have been happy to live in blissful ignorance of what their equipment is really capable of. Shareholders have been shown increasing tonnes output per employee (due to rationalising employee numbers). It is now known that the best practice for large mining trucks is 52 per cent higher than average or best practice for excavators is 41 per cent higher than average, or 38 per cent in shovels or 35 per cent with draglines, etc. The data is available. The bell curve of performance is flat. Substantial underperformance is rife. If you are working in or supplying equipment or services to one of the majority of operating mines that don't achieve best practice surely you want to know why. Or maybe you don't? For many mining people this sort of knowledge could be dangerous to their career so keeping the MD or CEO in the dark is a good option. Many suppliers don't want the performance of their equipment benchmarked? Mining consultants don't have the data so they are happy to keep guessing. Unfortunately, many Business Improvement or Business Excellence projects are about ticking the participant's career boxes'. The first step to capacity utilisation is knowing what the capacity is. Even then people and culture will get in the way. People are the biggest hurdle to capacity utilisation. This paper will discuss what the mine of the future (and today) will need to do to utilise the productive capacity of its assets. It is not just benchmarking. It is not just automation. It is not just technology. It is about engaging those people who impact on equipment performance; right from the operator up to the Mine Manager. Doing it better involves a process to facilitate change and a culture which says it is OK to try even if you are wrong._x000D_
FORMAL CITATION:Lumley, G, 2009. How can you get mining equipment to work to its real capacity? in Proceedings New Leaders' 2009, pp 17-24 (The Australasian Institute of Mining and Metallurgy: Melbourne).