MOS should be simple.
At it’s core, MOS is the way great teams learn to perform. Successful operations use a Management Operating System (MOS) to convert expectations into plans, action, learning and improved results. We’re working hard to bring MOS back to the basics so teams of people can learn to be better at getting better. Click here to read more.
Use the Table of the Elements to Build Your MOS
Doctor MOS is built on the MOS Table of the Elements, each element has a Core Question, Outcome, Description, Images, Video and set of objective “What Good Looks Like” criteria to assess the health of the element. The OpsKit app helps teams to understand what a MOS is and to assess the health of each of the elements. This gives the team a clear view of where to focus their efforts to improve the maturity and the results of the site.
For enterprise clients we can adapt the elements and criteria to match the language, tools and behaviours you want your teams to use.
Click on the + signs below to see an example of the “Core Question” you should be trying to answer for each of the elements.
1. QTR & MONTH FORECAST / PLAN – Core Question – what are the major activities that best meet our annual budget whilst balancing the value of the mine in the long term with the requirements and capacity of the plant, people & machinery?
1a. MONTHLY PLANNING – Core Question – what are the major activities that best meet our annual budget whilst balancing the value of the mine in the long term with the requirements and capacity of the plant, people & machinery?
2. WEEKLY PLAN / SCHEDULE – Core Question – have we clearly documented a committable plan, which captures the planned work and targets for all departments, to best meet our monthly budget and the needs of the plant whilst using the capacity of our team and available equipment?
2a. WEEKLY PRE- PLANNER – Core Question – have we got all the information we need and have we had the conversations and time in the workplace needed to understand reality and the expectations of our leaders so we can build a good draft plan for the week?
2b. WEEKLY SITE PLANNING MEETING – Core Question – have all the constraints, risks and ideas about how to achieve the targets, needed to turn the draft weekly plan into a committed weekly plan been shared, heard and understood?
2c. WEEKLY COMMITMENT MEETING – Core Question: Have all the constraints, risks and ideas needed to turn the draft weekly plan into a high confidence, committed weekly plan been shared, heard and understood?
3a. DAILY COMMITMENT MEETING – Core Question – Have we made the necessary changes to the schedule for the next 24 hours so that we are confident that shift plans will be safely achieved by all teams?
3b. SHIFT HANDOVER – Core Question – How do I need to adapt my shift plan, based on the previous shift performance and the reality in the workplace so I can set my crew up for success?
3c. PRE-SHIFT ALIGNMENT – Core Question – Given everything we have seen in the handover and with the available people, machines & supplies, what is the adapted plan that we can commit to for this shift?
3d. PRESTART – Core Question – Am I sure that everyone in my team is crystal clear about the work they need to do this shift, including the machines they will use, where to go and how to be both safe & productive?
4. SHIFT REPORT – Core Question: How well did we go at safely meeting our targets and completing the work on the plan this shift, were we safe and operating to standard, what can we learn from this?
4a. TIME IN FIELD – SHORT INTERVAL CONTROL – Core Question – Are we on track to meet our shift targets, if there are risks or variances what action can we take to get back on track?
4b. DATA ENTRY / MACHINE DATA / DELAYS – Core Question: Have we captured the data that will enable us to do the reporting and reviewing needed for all work onsite?
4c. SHIFT DEBRIEF – Core Question – Have we clearly recorded how well we performed at safely meeting our targets and completing our commitments this shift, have we captured the variances and recommended actions?
5. PERFORMANCE REPORTING: Core Question: What does the data tell us about our performance and the causes of success and failure so that we can all see how we are going and learn to be better, tomorrow, next week and into the future?
5a. DAILY DEPT REVIEW – Core Question – How did we perform and what happened in our department in the last 24 hours that we should show we are learning from and acting on at the Daily Site Review?
5b. DAILY SITE REVIEW – Core Question – What happened in the operation in the last 24 hours that we can learn from and action to improve our future performance?
5c. PERFORMANCE ANALYSIS – Core Question – What does the data tell us the major causes of variance were, what was the impact and what actions or projects should we initiate to reduce the chance of them happening again?
5d. WEEKLY DEPT REVIEW – Core Question – What does the data tell us the major causes of variance were in our department, what actions should we take and how well are our improvement projects to improve performance going?
5e. WEEKLY SITE REVIEW – Core Question – What does the data tell us the major causes of variance were in each department, what actions should we take and how well are our improvement projects to improve performance going?
7. ACTION LOG – Core Question: Are we capturing and completing all the actions we need to take to improve our performance?
8. BUSINESS IMPROVEMENT & CAPITAL PROJECTS – Core Question: What projects are we committed to delivering that will really move the needle on our performance and are they on track to deliver their expected results.
3. SHIFT PLAN – Core Question – Have we documented a clear and realistic plan that describes everything my crew needs to do and all the things we require so that we can hit our targets and complete the work planned this shift?
4c. SHIFT DEBRIEF – Core Question – How well did my crew and I go meeting the plan we committed to this shift, what can I/we learn from this so that we improve?
