Engaged by the Mine General Manager, 5d was asked to design and deliver a program of work that redesigned the operations strategy of the mine.
5d initially worked with functional leaders who were developing a high level process architecture of activities within each function from the removal of overburden by dragline and dozers to the train load out.
Once high level processes were laid down, a series of Strategic Conversation workshops were held to allow the leadership team to assess performance across the processes against current metrics and identify hot spots for performance improvement, risk reduction or the elimination of waste. Each workshop was designed to contain an overlap of participants to ensure functional integration points were identified and discussed.
The outputs of each workshop were captured and translated into a manageable format to allow ensuing workshops to build on gains made in previous sessions.
The culminating two day event brought all leads and work teams together to piece together a more effective and efficient operating model. At this session:
- An end to end process architecture was designed
- All ineffective or wasteful aspects of operations were eliminated
- 21 Operating principles were defined and agreed to guide and maintain effectiveness
- The entire leadership of the mine was engaged in the context and established accountabilities for each other to ensure strategy was translated into execution
- The leadership team were more united and greater collaboration was achieved
- $14m in annual bankable cost savings were consolidated
- Supply chain executives attended this session deepening their understanding of operations at the mine allowing for improved relations down the supply chain to the port and Marketing