We all know that business can only succeed by paying particular attention to people, process, and product, often called the 3 Ps of business efficiency. While this is an accepted reality worldwide, our experience at Muluma Management Consulting Group has taught us that these three principles are not always rigid. This is why, for us, the 3 Ps stand for people, process, and planet..

Technology has become so central to today's business environment that every CEO understands the critical role of the chief technology officer (CTO). The CEO and CTO rely on each other: the former provides the strategy and guidance the latter needs to manage the organisation’s technology. But how do we manage the relationship between the CEO and CTO to create a successful partnership that will give the business a competitive edge in the days of the Fourth Industrial Revolution (4IR)?

Today’s forward-looking organisations are using business re-engineering as a model for embracing change that takes everyone along. Change is uncomfortable. It takes people out of their comfort zones and can make your customers and clients feel they need help finding stuff they used to locate easily. However, as someone who heads a company that powers business process reengineering, I know that an organisation that fears change is heading for oblivion and irrelevance.

The mining of gold ore is a lucrative industry, but it is virtually difficult to regulate the fluctuations in currency and commodity prices caused by the world economy. However, miners have control over their operations by eliminating inefficiencies, reducing operating expenses, and boosting output. The difficulty most businesses confront is how to reduce their operating expenses, move away from impulsive cost cutting, and develop long-term initiatives for cost management. This study aims to analyse and provide an integrated method for gold mining operating cost optimization or reduction. It goes over how operational efficiency gaps can be found and closed using benchmarking and the implementation of Lean/Six Sigma approaches. We adopted a quantitative study, it utilized the analytical approach to provide guidelines and examples of where achievable and measurable reductions in operating costs and increased efficiencies are obtainable for mobile loading equipment, conveyor systems, transport equipment and infrastructure.