Some years ago a wise operations leader told me that if he could only implement one element of a MOS it would be Short Interval Control because it typically has the largest impact on improving performance in all parts of the operation.

The team at OpsKit has deployed Short Interval Control (SIC) as part of Business Improvement and Management Operating System projects in mining, plants, manufacturing and finance operations all over the world. The core idea of SIC is that when supervisors have a real-time awareness of the performance of their crew during a shift, they can make timely interventions to ensure the process stays on track.

At its core, SIC requires supervisors to periodically assess whether they are achieving their shift plan (to be Aware) and take necessary actions to correct course if they are not (to Act). To enable this Awareness and Action SIC relies on three key components.

Components of the SIC Framework

In any industry, three main components form the foundation of a Short Interval Control system, often referred to as the SIC burger.

• Top Layer (Frontline Plan): This involves a feasible and mutually agreed-upon plan for all tasks under the supervisor’s purview. It consolidates various planning and scheduling tools like SAP, Deswik, Xact, Spry, MS Project, and others into a cohesive plan for the shift. Traditionally, this has been managed through manual spreadsheets and whiteboards.
• Middle Layer (Monitoring Tool): Historically, this has involved using paper-based systems, such as A3 sheets, to monitor progress every two to three hours. However, these methods are often unpopular and poorly maintained. Recent attempts by major mining companies to create digital monitoring tools have faced issues with usability and integration, limiting their success.
• Bottom Layer (Data Collection): In the past, production data (e.g., tonnage, volume) was recorded through manual logs or radio communications. Today, fleet management systems (FMS) provide real-time data, which is crucial for informed decision-making. In smaller operations, supervisors might directly observe production, while in more complex mines, sophisticated sensors and communication infrastructure are used.

Challenges in Implementing SIC

Many SIC frameworks fail due to weaknesses in the work management system and monitoring tools. Without a realistic and well-defined shift plan, teams lack clear targets, making it difficult to track progress accurately. Relying solely on weekly production targets, without accounting for daily variations (such as maintenance or staff availability), leads to unrealistic plans that can undermine confidence in the system and leadership.

Making SIC Effective

The ideal SIC system integrates all planning information into a unified plan, which is agreed upon during weekly and daily meetings. This plan should be:

• Reviewed and adjusted as necessary before each shift.
• Used to allocate tasks and resources effectively.
• Communicated to the team during pre-shift briefings.
• Accessible to supervisors and crews on digital devices for real-time updates.
• Monitored continuously, with progress visible to all relevant personnel, including the control room, general foreman, shift boss, and planners.

By incorporating real-time data from FMS and other sources, the system should enable supervisors to dynamically adjust plans as needed. At the end of each shift, tasks should be closed out, and reports finalized quickly using digital tools. The data collected should then be used for daily reviews to identify discrepancies and plan corrective actions, driving continuous improvement.

What’s in your SIC Burger? Is it healthy? Make contact with us to try out the OpsKit app.