LEVERAGING TECHNOLOGY AND HUMAN CAPITAL DEVELOPMENT FOR PRODUCTIVITY ENHANCEMENT, A STUDY CASE OF THE TRANSFORMER PROJECT

Abstract

Enhancing mining productivity requires not only technical upgrades but also the integration of digital monitoring and workforce development. This study examines the role of Prodigy (real-time monitoring) and Coretana (competency development) in improving Komatsu PC1250 excavator performance at PT XYZ under The Transformer Project. A mixed-method approach was applied, combining Focus Group Discussions, Root Cause Analysis, and a TAM-based survey validated with SEM. Results showed that although operators perceived the tools as useful and easy to use, the structural model had weak explanatory power (R² for Behavioral Intention = 5.6%) and no significant paths, indicating adoption is driven more by organizational enforcement and KPI alignment than individual perceptions. Nevertheless, operational outcomes demonstrated strong gains: productivity rose 47%, cycle time fell 12%, bucket fill factor improved 8%, idle time dropped 15%, fuel efficiency rose 10%, physical availability increased 6%, and operator competency improved 19%. Theoretically, this study highlights the limits of TAM in industrial settings and suggests extended models (TAM2/UTAUT), while practically showing that combining digital tools with human capital development drives sustainable productivity.