Business Case

A lack of clarity, ownership of deliverables and overall confusion within the leadership team required a review of ‘what, how and who’ regarding all daily, weekly and monthly operational requirements. There existed a clear opportunity to implement cascading visual management meetings to ensure the businesses KPIs were owned, understood and managed. The process, structure and discipline for the management of site projects and improvement activities were also identified as weak.


A site strategy was developed including cascading action plans and a supporting governance process. Following this activity, the team then set out to facilitate the implementation of eight Visual Management Centres (VMC) including a formal problem-solving process across the value stream of the business.

Project Summary

The roster of the Improvement Engineer was mirrored for two swings to ensure that the consultant was fully immersed in the business, primarily focusing on the detail behind the current operational performance and existing improvement projects.

A VMC and project governance process was developed in collaboration with the leadership team. The consultant then facilitated the implementation of the new systems and delivered a customised training program. Once the new systems were in place, hands-on coaching and mentoring was provided to key stakeholders to enable them to utilise the new processes effectively and sustain the new ways of working as the engagement reached its conclusion.


  • 64kt uplift in ore tonnage delivering a $21.6m pa revenue increase
  • Deployed project A3s and master schedules to facilitate several projects delivering a cost reduction of $6m pa
  • Facilitated a quick change over activity to deliver a 17.5% reduction in shift changeover duration