WHERE TO INNOVATE IN YOUR ORGANIZATION AND HOW TO MEASURE ITS IMPACT *A.S. Chacón1, A.Q. Alvarez2 1GoInteGreat S.A.C., Strategic Operations Transformation, Perú, (*Presenting author: alexander.chacon@GoInteGreat.com) 2Independant Consultant, Strategic Operations Transformation, Perú ABSTRACT Large mining companies frequently implement lean management programs to identify opportunities to reduce waste in their operations. In the execution of this type of transformation, it is highly recommended to rely on digital tools based on data analytics to guide which processes require focused efforts. We have developed a methodology that, powered by a data-driven tool, allows prioritizing innovation initiatives and estimating how different projects contribute to generating impact. The core challenge is transitioning from intent to innovate to a strategic and measurable execution. To achieve this, the tool is fundamentally based on the rigorous analysis of the Overall Equipment Effectiveness (OEE) indicator and the identification of bottlenecks across the entire value chain. By integrating the principles of Value Stream Mapping (VSM) and the Theory of Constraints (TOC), the platform shifts the focus from optimizing isolated silos to improving the macro-level flow of the operation. Emphasizing bottleneck analysis allows operations to pinpoint exact constraints—whether in extraction, crushing, milling, or transport— ensuring that resources are directed where they will alleviate the most critical systemic limitations. By identifying gaps against budgets and industry benchmarks, the program successfully enabled the prioritization of efforts and the execution of more than 300 initiatives, achieving significant benefits in productivity and safety. KEYWORDS Data Analytics, Overall Equipment Effectiveness, Bottleneck Analysis, Theory of Constraints, Value Stream Mapping, Continuous Improvement. 1. SCOPE AND STATE-OF-THE-ART Addressing the global challenge of delivering minerals, the world urgently needs in a faster and smarter way, which requires modernizing operational practices. To address this, large mining companies continuously implement operational excellence and digital transformation frameworks. However, organizations often struggle to transition from intent to innovation to strategic and measurable execution. Operations currently generate vast amounts of data and heavily invest in technology, but as William Thomson (Lord Kelvin) stated, "What is not defined, cannot be measured. What is not measured, cannot be improved". Furthermore, without a holistic approach, organizations frequently fall into the trap of sub-optimization—investing resources in areas that do not directly improve the overall throughput of the system. Standard continuous improvement
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