After nearly thirty years in mining and working across sixteen countries, I keep seeing the same disconnect between Engineering and Production. Engineers are generally well educated, technically capable people. They build plans that can be extremely detailed and technically impressive. Then those plans are handed to Production Supervisors, many of whom have very different educational and professional backgrounds, and we expect the plan to somehow translate itself into action in the pit. It rarely does. I do not think this is about intelligence. I have worked with enough supervisors to know that many of them have excellent practical knowledge and can make decisions in the field that someone sitting in an office might struggle with. The difference is that they are oriented toward execution. They are thinking about what they can see, what they need to dig, what they need to tell the foreman and operators, and what they need to report at the end of the shift. I think part of the problem is that engineers naturally spend most of their time with other engineers. People tend to build relationships with others who have similar education and ways of thinking. I remember reading The Bell Curve years ago, which discussed some of these differences in education and social groups. Whatever you think of the book, the basic idea made me think about what happens on a mine site. An engineer who has spent most of his career around other engineers may simply have limited experience communicating with someone who grew up in a kampung in Kalimantan and came into mining through the pit. So we end up with a forty page plan handed to a supervisor who really needs to know five things. Where do I dig? What do I need to produce the plan? What material am I moving? Where does it go? What do you expect me to accomplish today? Then, at the end of the shift, Engineering needs the other half of the conversation. This is what you asked us to do. This is what we actually did. This is what we did not do. And this is why. That is a management system. The answer is not to dumb down Engineering. Engineering needs to be technically excellent. But technical excellence is only useful if the information can be understood and executed in the field. A good plan and a usable plan are not necessarily the same thing. The best plan is not the most detailed plan. It is the plan that gets understood, executed and measured.