Mine executives and superintendents put forth immense effort each month to meet their operational KPIs and keep employees safe. Starting around the late 1990s, reduced computing and connectivity costs meant that miners could implement ERP systems and tie them to budgetary controls to improve performance. But instead of helping Operations achieve the targeted production at the lowest cost, these systems were often implemented primarily for financial and accounting purposes. The myriad of measurements and controls it helped usher in have constrained miners' ability to improve and innovate. Operations are nowadays struggling much like Gulliver in Lilliput, tied down by many rules, which are not a problem individually but make improvement extremely difficult in aggregate. If you would like to do something about this, "Fixing the ERP and Budgeting policy constraints that prevent you from reliably meeting and exceeding your mining KPIs" goes into more detail.
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