A large coal and heavy minerals mining company in South Africa. The company operates facilities and offices in Africa, Asia, Europe, and Australia. The mine produces 2,5Mt of semi-soft coking coal every year.
The end user's reporting solution consisted of Excel workbooks connecting to historians for data collection and aggregation. Operators entered manual scale readings every shift. This process proved inaccurate and frustrating with erratic Excel-to-Historian connectivity, Excel file corruption, and human error during manual entry.
Before looking for a software solution, the end-user created a formal definition for each required KPI. A key takeaway from this process was that each KPI definition included the individual who owned and assumed responsibility for the KPI. The end-user needed a tool to implement their KPI Management System so that business personnel, with knowledge of the business processes, could implement the KPIs without coding or technical assistance of technical personnel.
They chose Flow Software as this KPI Management System because of the ability to adapt Flow's time buckets to their way of business.
Their onsite personnel create all the measures (i.e., KPIs) and continuously monitor and share the results. Information is integrated via the Flow SQL Consumer module into a unified data structure for users to consume as "citizen report builders."
With a rigorous KPI definition and sign-off process, the use of Flow as the KPI Management System has ensured information the users can trust. In addition, the Flow system has enabled the KPI Management System to scale and integrate into other systems easily.
CCBA needed a solution to automatically capture and account for downtime, speed losses, and production numbers on all their filling lines. In addition, they required trustworthy information to support confident, timely, and accurate decision-making.
“I cannot express the ease with which Flow can be implemented, configured and used as well as the aggregated, timebased information value it delivers from a multitude of sources.”
The main challenge facing the production team was the lack of timely decision making and protracted delays in picking up production glitches which impacted on-the-go decision making.