In the Know

Sustaining the Gains of Continuous Improvement

From accelerated maintenance to raising the benchmark for haul truck engine life, Continuous Improvement has been a major driver in Teck’s Cost Reduction Program that’s delivered over $1.1 billion in savings since 2013.

As an important next step, Teck’s Continuous Improvement Guidelines have been updated and relaunched to provide the relevant framework for ongoing Continuous Improvement. The update also helps to ensure the savings we have made to date are embedded within our business, something we call “sustaining the gains”. At the same time, we continue to look for opportunities to further reduce costs, and to improve our margins through additional production and productivity improvements under our Margin Improvement Program.

At the site level, a site scan process has been developed to identify the main gaps in their local Continuous Improvement process. The results from the scan will allow sites to define a prioritized work plan to close their gaps and support their own Continuous Improvement.

As part of the relaunch, key aspects of the Continuous Improvement process have been summarized in six Guiding Principles. By asking ourselves how we can do things differently to achieve better results, Continuous Improvement will be a tool that will continue to add value now and in the years to come.

For further information about the Continuous Improvement program, contact Claudio Bustos, Continuous Improvement Lead, claudio.bustos@teck.com.

Continuing and Guiding Principles

  1. We answer “why” before “how”: we need to understand that a Continuous Improvement process is critical to remain competitive
     
  2. We use data and information to make decisions: we use tools to prioritize and focus on the most valuable initiatives
     
  3. We use cross functional teams: we run idea generation sessions, bringing together departments to look for opportunities to add value
     
  4. We plan before we act: we develop implementation plans upfront
     
  5. We close the loop with good follow-up: we embed initiatives in our business and periodically review progress to ensure we sustain the change
     
  6. We share knowledge and learn from others: we share Continuous Improvement success stories within Teck and elsewhere, and we replicate solutions where it makes sense

Thank you

Download Connect Volume 20

Many thanks to those who contributed to and participated in this issue of Connect:

Catherine Adair, Community Relations Leader, Trail Operations; Adrian Anzulovich, Project Coordinator, Teck Digital Systems, Vancouver office; Barbara Brice, Senior Human Resources Generalist, Pend Oreille Mine; Wes Brulotte, Manager, Procurement, Teck Digital Systems, Vancouver office; Alannah Cervenko, Leader, Community Investment and Partnerships, Vancouver office; Pamela Chait, Manager, Corporate Affairs, Santiago office; Ben David, Senior Engineer, Mining, Coal Mountain Operations; Rebecca Edwards, Communications Coordinator, Community & Government Affairs, Sparwood office; Ariell Foran, Haul Truck Operator, Greenhills Operations; Corey Fowler, Shovel Operator, Coal Mountain Operations; Nora Lozano, Director, Health & Safety, Vancouver office; Jaime Mendoza Gallardo, Technical Instrumentation, Mine, Carmen de Andacollo Operations; Chad Pederson, Manager, Communications Planning, Corporate Affairs, Vancouver office; Danny Rioux, Manager, Business Improvement, Trail Operations; Jacqui Schneider, Senior Community Affairs Officer, Highland Valley Copper; Michael Schwartz, Manager, Market Research, Toronto office; Lin Zhang, General Manager & Director, Base Metals Marketing

On the Cover

Bob Porter, Plant Electrician, Process Maintenance Line Creek Operations

Submissions

Have a story that you would like to share through Connect? Submit your article and high-quality photos to: connect@teck.com