Mine to Mill' improvement involves optimising the chain of rock breakage processes from the in situ rock in the mine to the output of the concentrator. A growing number of paper studies and case histories from metalliferous mines (AusIMM, 1998; JKMRC, 1998; Clark and Scott, 2002) demonstrate that generating more breakage in the pit and the primary crusher can lead to benefits to milling that result in significant improvements to the economic performance of a mining project. However, unless the value' of doing this (benefit over cost?) can be appropriately quantified, the approach cannot be effectively managed and the increases in blasting and monitoring costs cannot be justified.Mining operations have traditionally been organised into the separate departments of geology, mining and processing based on the specialist skills required and the different professional disciplines involved. Process optimisation across these boundaries has commonly been frustrated by management requirements to minimise the costs incurred by each department without adequate reference to the value' being created. Companies have tended to discard positions that provide a technical over-view of the value chain, reducing the number of people with the opportunity to influence practices across these process boundaries.This paper discusses these issues and identifies measures required to quantify and manage the value' provided by Mine to Mill' improvement generated by the intense blasting of ore.