It's 7:15 am.
You've just started the morning meeting.
The GM asks if you are going to hit the end-of-month target.
Three people give three different answers.
None of the numbers on the screen seem trustworthy anymore.
This is a reporting problem, and it's entirely solvable.
ARE WE GOING
TO HIT
TARGET?
YOUR DATA
EXISTS.
THE ANSWER
DOESN'T.
Every mine site produces data at shift level. Call-in logs, TUM categories, planned and actual tonnes. It's all there, captured every shift, sitting in your systems.
The gap isn't data. It's translation. Time variances reported in minutes don't immediately tell a manager what they cost. That conversion happens informally, in people's heads, drawing on experience and intuition rather than a calculated number.
The result is a reporting environment where the same question - are we on track? - gets answered differently depending on who you ask, and where the real cost of lost time stays invisible until someone works backwards after the fact.
THE PROBLEM
When the GM asks, can you answer in thirty seconds, with confidence?
Your TUM shows where the minutes went. It does not show what those minutes cost in tonnes, the unit the business actually runs on. So the morning meeting runs on estimates and intuition.
TIME DOES NOT TRANSLATE TO COST
The GM needs to know if you are on track. The Manager needs to know why you are where you are. The Superintendent needs a shift-by-shift record. Most reports try to serve all three, and serve none of them well.
THREE LEVELS, THREE DIFFERENT ANSWERS
When variance happens, the conversation about ownership comes afterwards. By the time you have identified the cause and the responsible team, you are already into the next shift.
ACCOUNTABILITY ASSIGNED AFTER THE FACT
ONE QUESTION.
THREE TIERS.
EVERY SHIFT.
The Data Wranglers reporting framework is built around a single question:
Are we going to hit our target?
Everything answers that question at one of three tiers, because each level of the organisation is making a different decision.
THE FRAMEWORK
-
Date, shift, plan, actual and variance table
-
Every shift accounted for, no gaps
-
Shift-level record that matches what happened on the ground
-
Basis for the morning handover conversation
WHAT HAPPENED BY SHIFT?
SUPERINTENDENT
-
Variance waterfall decomposition in tonnes
-
Key drivers by cause and time category
-
Accountability mapped to teams.
-
The analysis is already done. No working backwards.
WHY ARE WE WHERE WE ARE?
MANAGER
-
Cumulative actual vs plan
-
Run rate and projected end of month
-
KPI strip answering the question at a glance
-
Spatial compliance view by location
ARE WE ON TRACK?
GENERAL MANAGER
BUILT ON DATA
YOU ALREADY
PRODUCE
No new data capture. No system changes. The methodology sits entirely on data your operation almost certainly already produces. It converts that data into the layer of insight that has been missing.
HOW IT WORKS
01 TUM model with shift-level time targets
TUM categories with call-in codes and target durations.
02 Call-in log
The shift-level record of what happened, why, and for how long.
03 Planned tonnes by shift
The target the operation is being held to.
04 Actual tonnes by shift
From production reporting. What was drawn, every shift.
WHAT YOU BRING
GM KPI strip
Answers the GM's question at a glance. Cumulative, run rate, month-to-date compliance.
Variance waterfall in tonnes
Every bar has an owner. Planned to actual, decomposed by time category, expressed in the language the business runs on.
Key drivers chart
Tonnage impact by cause. The manager walks in knowing who the conversation is with before they sit down.
Superintendent shift table
Every shift accounted for. Plan, actual, variance. No gaps, no ambiguity.
WHAT GETS BUILT
The waterfall is self-auditing. Every minute of the shift must land somewhere. There is nowhere for variance to hide.