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| Results
- Iron Ore Train Load Out |
Our client was in the process of completing a capital project to significantly increase production at an open pit iron ore mine. Unfortunately, the value of the capital upgrade was potentially at risk due to constraints on a long, thin rail logistics link to the port. In particular, rail loading turnaround times at the mine were almost double the requirements of the rail operator’s higher-capacity schedule. PIP was therefore asked to work with our client’s Logistics team to identify root causes and potential solutions to de-bottleneck train handling/loading operations on-site, as well as any related upstream ore processes at the mine. It was a specific requirement of the client that PIP allow the client’s Logistics team to retain ownership and control of this endeavour at all times – a challenge considering PIP was given just 11 weeks to complete the work (the first 3 weeks of which were a Diagnostic analysis.)
| Client achieved:
Results started flowing within 2 weeks (i.e. during the Diagnostic) & eventually grew to: |
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63% reduction in railway Wagon Total Turnaround Time (WTT)
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60% reduction in Wagon Handling Time (WHT)
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Results started flowing within 2 weeks (i.e. during the Diagnostic) & eventually grew to:
63% reduction in railway Wagon Total Turnaround Time (WTT)
60% reduction in Wagon Handling Time (WHT)
Turnaround times at the site now at 84% of stretch long-term target
Results have been sustained ever since
Client ownership of and accountability for results has been maintained at all times
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Turnaround times at the site now at 84% of stretch long-term target
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Results have been sustained ever since
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Client ownership of and accountability for results has been maintained at all times
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What we did:
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Almost all of the performance impact came from Wiring initiatives |
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Established performance parameters for all major sub-processes and initiated KPI tracking and review processes for each
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Conducted Root Cause Analysis (RCA) on all loading and handling processes and conducted Idea Generation Sessions (IGS) to identify solution sets |
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Used Coaching to change Operator and Foreman mindsets – handle wagons immediately rather than just before scheduled departure time
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Installed Result-Action-Reviews (RAR) for the top 2 layers of management to clarify and drive accountabilities, as well as discipline around actions completion
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Developed a structured, audited sustainability plan to ensure results persisted – included a Sustainability Scorecard for client to conduct “self-check” monthly
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Also identified 12 high priority Ideas for the client to pursue independently
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