Job Management Software for Mining Services

That is normal. The job can still carry the hours, parts and costs even when the plan changes quickly.

Keep both on the same job where they belong.

WorkGuru does not need every customer to run the same way.

Keep it. WorkGuru can sit around the frontline job, labour and purchasing work that the ERP does not handle well.

No, provided the record keeps up with the plan. Work can be rescheduled freely without disturbing the job underneath, so hours, parts and purchases stay attached to the right job even when the sequence changes three times in a week. In mining services the risk is not that the plan moves — it always moves — but that the commercial record moves with it and nobody can reconstruct what was done under which scope.

Yes, on separate tasks. This split is worth keeping in mining services because site and workshop cost structures are not comparable: site work carries travel, accommodation, inductions, standby and frequently FIFO rosters, while workshop work does not. A business that blends them will systematically misprice site work, usually downwards, because the workshop rate feels like the real one.

Record the associated costs against the job rather than in overhead — travel, accommodation, allowances and the non-productive time that remote rosters involve. This is the single biggest distortion in mining services pricing. A crew on a two-and-one roster is paid for time that is not on the tools, and a business that recovers that centrally will look profitable on remote work while being subsidised by its local jobs.

Yes, as projects with their own scope, schedule and cost. Shutdowns are the commercially distinctive part of mining services: a fixed window, compressed labour, heavy subcontract content and a client for whom every hour of extension is worth more than your entire invoice. Costing them as discrete jobs is what gives you a defensible basis for pricing the next one, and a record of what the scope actually was when the client’s account of it differs from yours.

No. The system does not require every customer to be run the same way, and compliance documentation attaches to the job it belongs to. Mining clients impose their own prequalification, inductions, permits and reporting formats, and the cost of satisfying them varies enormously between sites. Recording it against the job is how you discover that a particular client’s administrative requirements consume days per mobilisation.

Yes, as project documents — competency records, permits, JSAs, inspection reports and sign-offs. In mining the documentation is frequently a condition of payment rather than just of access, which makes keeping it with the job a commercial matter and not an administrative one. A claim held up over missing paperwork is a cashflow problem you created yourself.

Yes, as project purchases. Mining services carries high subcontract and hire content, and hire in particular is duration-based, which means any delay converts directly into cost. Keeping hire on the project connects the money to the job running late rather than to a monthly invoice covering four sites with no indication of which one caused it.

Around the frontline work the ERP handles poorly. Enterprise systems are generally strong on finance, procurement and reporting and weak on the operational job — the crew, the day, the hours, the parts, the change of scope on site. Mining services businesses commonly end up running that layer in spreadsheets alongside the ERP. This is the alternative to the spreadsheet, not to the ERP.

Yes, once jobs carry travel, accommodation, labour, plant and subcontract costs. The answer in mining services is frequently counter-intuitive, because the largest client is usually the one with the most onerous terms, the longest payment periods and the most unpaid mobilisation. That does not necessarily mean walking away from them, but it should change what you agree to at the next contract.

No. If you run a dedicated safety management system — and most businesses operating on mine sites do — keep it. WorkGuru holds the documentation against the job for operational purposes and runs the commercial side: the work, the people, the costs and the result. The two are complementary, and expecting a job system to serve as a safety management system is a mistake in either direction