Many companies fail at replicating best practices from today’s leading companies such as Toyota, Boeing or GE. It’s because companies fail to focus on culture.

Barrick started their Lean journey 5 years ago in one division at one operation. Today, they have over 70 full-time Continuous Improvement Coaches on 26 operations world-wide dedicated to supporting their journey from good to great. This presentation will explain how they started. What type of leadership was required and the approach used to get results and change the culture along the way.

In addition, Barrick will discuss how they are extending the implementation of Lean to the suppliers which in-effect is looking at improving the entire value stream.

Barrick’s vision is to be the world’s best gold mining company by finding, acquiring, developing, and producing quality reserves in a safe, profitable and socially responsible manner. It has quality assets, an unrivalled pipeline of projects and more than 20,000 dedicated employees working on five continents to deliver value.

In 2006, the Company produced 8.64 million ounces of gold at a cash cost of $285 per ounce – in line with Barrick’s original production and cost targets during a year of significant cost pressures in the mining industry. The Company’s proven and probable gold reserves are about 135 million ounces. For 2007, the Company expects gold production to be 8.3 to 8.4 million ounces at an average total cash cost of $330-340 per ounce. Barrick has the gold mining industry’s strongest balance sheet, which positions the Company to take prompt advantage of attractive development, exploration and acquisition opportunities as they arise.

Trevor Krawchyk , Continuous Improvement Manager

Trevor Krawchyk gained his lean experience from Toyota where he worked for 10 years progressing from the shop floor up through various levels of management. After Toyota, Trevor honed his lean transformational skills as a Senior Lean Manufacturing Specialist at RWD Technologies consulting companies in implementing lean. Today, Trevor works for Barrick Gold as Continuous Improvement Manager where he has supported Barrick’s lean journey for the past 4 years. Trevor has extensive experience implementing lean tools and understands the critical components required to achieve true lean transformations such as the elusive culture many companies fail to pay attention to.

Rishi Ghuldu, Supplier Development Manager

Rishi Ghuldu started with Honda of Canada Manufacturing where he was involved with Kaizen activities. Rishi then joined a Tier 1 automotive where with he led the implementation of lean which was one of the major factors for the business turnaround. Since spending 4 years in automotive industry, Rishi joined Barrick Gold as a Continuous Improvement Coach to help the roll-out of lean methodology at their global operations. Rishi was also one of three members who coordinated the global integration activities of a major acquisition by Barrick in 2005-6. After the successful integration of the two companies, Rishi joined the Supply Chain group leading the development of suppliers through the implementation of Continuous Improvement programs.

Rishi is also an active AME member since 2001 and serves on the Canadian Regional Board of Directors for AME since 2004.