“The value derived from the PIP intervention is on record. However,
more important to me is that the fundamentals of sustainabilty have
been addressed - and I would like to thank the PIP team for a most
satisfying and rewarding experience. Their value add is evident both
in our business and in our personal growth..”
Gerald Boting,
General Manager,
Skorpion Zinc,
Anglo Base metals
Business improvement process in mine
At the end of the four-week project, there was a number of outcomes achieved, see below for details
The client achieved $18m of cost reduction
opportunities were approved by the management team
across HR, SHEQ (Safety Health Environment &
Quality), Finance, Discretionary. Spend (travel,
telephony, consulting, postage and courier etc),
Shipping and General Management
The client identified
17–31% of EBIT improvement opportunity and
captured the gaps between customer expectations
and client’s understanding of what customers
valued
Tightening the process for reviewing
options in capital projects
The client moved the first project
into the engineering phase within 2 weeks from the
identification of the alternatives (after it had sat around
for 2-3 months)
The client now understands where they stand relative
to other MARC contractors in terms of margins and
have a plan to change the MARC from money-losing to breakeven.
By implementing a new run of mine (ROM) stockpile management process, the client achieved a 41% reduction in feed variability, and reduced consumables spend by $2.3m p.a.
Despite the addition of four steps with a critical path duration of 104 hours, the team incorporated eight improvements worth 141 hours into the plan, resulting in a net critical path reduction of 37 hours or 5% from 30 days to 28.5 days.
Client submitted a bid but was not successful. Instead of buying their way into the target's markets it was cheaper to organically enter the markets which the client initiated once the bid was not successful.
Comprehensive assessment of the target positioning within the market with strategic insights into the likely long term financial performance of the target
Comprehensive assessment of the target positioning within the market with strategic insights into the likely long term financial performance of the target
Confirmed and crystallised internal thinking on the need to increase shut team resourcing and provided a framework to build alignment on this issue with senior management
Lean implementation at a government supplier
of electricity and energy
The engagement had a rapid start with a pipeline of over 40 improvement ideas expected to deliver a 19% PoW throughput (physical ‘jobs’ completed) increase, amounting to an additional $147M p.a. in productivity, and reducing non-value-adding costs by $36M to $50M p.a
Facilitated discussions between regional and
national bodies of Minerals Association
Reduction in the number of contractors, enabling the higher frequency and intensity of interfacing between client and contractors, and improving the sustainable economics of contractors.
Service Delivery Optimisation: Outsource versus Inhouse
Reduction in the number of contractors, enabling the higher frequency and intensity of interfacing between client and contractors, and improving the sustainable economics of contractors.
