Achieving Sustainable Improvement Through Behaviour Change

Areas of Study: Management

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Qualifies for Certification

This course will benefit those who want to become self-motivated and act in a proactive manner in order to make a difference. By following it, you will not only help to improve the performance of your company, but also enable your colleagues to empower themselves. *** This is a premium course which has been peer-reviewed by a committee appointed by the Canadian Institute of Mining, Metallurgy and Petroleum (CIM) and the Society for Mining, Metallurgy and Exploration (SME).

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  • Audience Level:
  • Professional
  • Enrollment:
  • Required
  • Duration:
  • 15 hours

Course Summary


This course, taking into account developments in the field of quality management in the mineral industry during the last 10 years, provides an in-depth assessment of the various factors affecting quality, and then outlines a rational path to implementing and sustaining improvement programs.

The course is especially pertinent as it addresses the all-important sustainability issue in collaboration with the Continuous Learning Group (CLG), which has been a world leader since 1993 in behaviour-based strategy execution and performance improvement consulting. Part 4 of the course, which was contributed by CLG, elaborates on tried-and-true methodologies to encourage behaviour changes that will establish an enduring culture that supports continuous improvement (CI) initiatives. In addition, the course highlights other factors that are critical to the successful implementation of CI programs.

The course is specifically tailored for the requirements of the mineral industry. Unlike other industries, mining companies do not compete on the basis of product quality. Because the prices for commodity-grade products are determined by the market, a company's control over its profitability stems largely from its ability to minimize production costs. The course emphasizes the strategic need for a company to remain viable by continuously driving costs down, and positioning itself in the lower quartile of the cost curve.

The course focuses on the following aspects needed to successfully implement a CI program:

  • Part 1: Establishing a culture that enables mining companies to continuously emphasize cost reductions by minimizing waste and eliminating non-value-added activities.
  • Part 2: Transforming organizations by forming partnerships between customers and suppliers (both external and internal), and improving costs through cross-functional problem-solving teams.
  • Part 3: Encouraging cooperative behaviours to facilitate teamwork, and providing training in various group decision-making techniques to motivate employees to participate in continuous cost reduction efforts.
  • Part 4: Stressing the role of leadership to remove internal barriers that act as hindrances, and embed a CI culture to sustain the process by actively managing individual behaviour through monitoring of key performance indicators.

The course is designed for engineering, operating and administrative personnel, as well as senior executives—in fact, for all stakeholders whose participation and commitment are essential to the success of any CI initiative. It draws on leadership and cultural issues that are critical to motivate individuals to buy into the program. Practical suggestions are provided on how to structure and sustain implementation efforts. The course goes beyond the traditional approach and addresses how individuals, far from being mere spectators, can be empowered to take the critical actions that drive continuous improvement.

Course Content

The course comprises 17 viewing sessions, each of 30 - 60 minutes duration, plus supporting figures, tables, worked examples and references, and interactive reviews that confirm your achievement of the learning objectives. The total duration of the course is approximately 15 hours.

Learning Outcomes

  • Identify the objectives and various components of CI initiatives.
  • Identify critical issues, common pitfalls, and barriers to successful implementation of a program.
  • Identify problems and issues when getting involved in CI initiatives.
  • Use the knowledge to empower themselves, and to support programs already in place, or assist in establishing one in their own work area.

Recommended Background

  • A basic appreciation of quality and cost-related issues in a production environment.
  • Some knowledge of organisational behaviour and basic statistics, and the ability to expand on them.

Bish Chanda P.Eng.

A graduate of Civil Engineering (1962) from the Indian Institute of Technology, Bish came to Canada in 1967. He has been involved in mining over 40 years, initially working in design projects with consultants. He spent 25 years with the Iron Ore Company of Canada (IOC), where he worked in different areas related to engineering, operation and administration.

Bish's exposure to quality management began during the early Eighties, when IOC introduced statistical process control at its operations and provided training on Deming's philosophy to improve its competitive position. Bish participated in many quality improvement initiatives and had hands-on experience in facilitating teamwork and participation. His interests in this area and involvement with CIM have enabled him to network with many professionals engaged in quality management functions in the Canadian mining industry.

In 2002, Bish and associates founded LabMag Mining Corp. to develop the vast iron resources in the Labrador Trough. LMC later incorporated in New Millennium Iron Corp. (NML), a publicly traded company. Bish continued his association with NML until 2015. He is currently based in Montreal and acting as an independent consultant, specializing in project management, quality management and business development. His activities in the quality management area involve organizational redesign, fostering and managing cultural changes, and facilitating continuous improvement of costs and quality.


CLG is a leader in behavior-based strategy execution, performance improvement, leader-led change and health behavior change consulting. CLG helps Fortune 500 companies to better understand how to execute their business strategies and processes with a higher level of employee engagement and greater performance by helping them to pinpoint and effectively manage the critical few High-Impact Behaviors(℠) that have the greatest effect on their business success. CLG's unique application of the principles of Applied Behavioral Science enables the companies they work with to achieve lasting results consistently, with speed, precision and control.