Business Excellence Case Studies

  • 5S Implementation - Iron Ore Mine

    Our client’s Mining Operations, located in Western Australia, had ramped up operations significantly in just four years.  During this time of growth and expansion, new facilities were being created and current facilities were expanding. In turn, things were continuously moving, including equipment, storage, files, departments and offices.  An initiative for 5S implementation became necessary to promote organisation, safety, and efficiency in the workplace. 
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  • 5S Implementation - Manufacturing Plant

    As part of a broader improvement project focussing on change over (SMED) time in a specific area of the facility, it became obvious that a key factor inhibiting the achievement of the project goals was the efficiency of the work area.
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  • Business Improvement - Aged Care

    Lack of alignment in the company’s vision and mission, had resulted in an unfocused business plan for the organisation.   A result of this was a management team that had developed independent business priorities, which was adversely affecting business viability and sustainability.
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  • Business Plan Development

    To achieve the goals set out in the Business Plan, the client needed to confirm that the team possessed a clear understanding of the site Business Plan objectives, measures and targets. To accomplish this, the client required EnterpriseIS to facilitate an assessment of the current business performance to date including the business risks if the business plan was not met.  Upon the completion of the workshop, the client requested that an action plan be developed to ensure delivery of the remainder of the business plan for the year. 
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  • Change Management - Gold Mine

    Our client’s operations, located throughout the Australia Pacific region were all tasked with developing and implementing the corporate sponsored Business Improvement Strategy and Program.  The challenge they faced was the diversity of the organisation in terms of remoteness of locations, the performance characteristics of each site and the varying cultures that existed. 
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  • Change Management for Plant Closure - Manufacturing Plant

    Changes in market conditions necessitated the closure of a major manufacturing site.  The nature of the product meant that maintaining quality up to the date of closure was critical. The announcement of the closure stimulated last minute demand from some key customers.  This required the maintenance of productivity levels up to the date of closure.
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  • Data and Information Management - Port Infrastructure

    During a five-week exercise to understand the current process performance, our client identified issues during analysis. It was identified that there was a business need to develop a plan to assist with future data capture and management for the site.
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  • Defect Reduction - Pipe Manufacturing

    The client was Australia’s largest manufacturer of Oil and Gas pipe. Customer feedback, competitor capability and high rework rates required the capability of the end-machining units to be dramatically improved.
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  • Delivery of a Service Delivery Model and Automated Workflow System

    A leading WA Government Department was embarking upon a major transformation to improve service delivery outcomes for WA citizens, reduce costs and risks in the delivery of service, and generate new service revenues.
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  • Delivery Performance and Improved Customer Service - Transport and Logistics

    Benchmarking revealed that the delivery performance (delivery in full, and delivery on time) of the organisation was marginally over 80%.  This was well below best practice and lagging behind many competitors.
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  • HR and Training Business Planning - Port Infrastructure

    To achieve the goals set out in the Port Operations Business Plan, the client’s HR and Training function needed to confirm that the team possessed a clear understanding of the site Business Plan, Objectives, Measures and Targets and the path their function needed to take, to achieve delivery of this plan.
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  • Inventory Forecasting

    The client was concerned about the number of “lost sales” through stock outs. This prompted an assessment of the level of inventory.  This assessment showed several things.
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  • Mistake Proofing - Manufacturing Plant

    The welding process was the heart of the pipe manufacturing process.  It was quite literally, what held it all together.  It allowed flat steel strip to be made into hollow tube capable of withstanding the extreme pressures involved with transmission of natural gas from gas fields to major markets. Rework and reject levels associated with defects emanating from the welding process were unacceptably high.
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  • Operational Performance Reporting

    Our client’s board meetings are held monthly and are run to inform the Board and shareholders on how the business is operating.  The required operational information was collated and displayed in, what was known as a “Board Paper”.  The processes utilised to collate and present this information was manual and cumbersome, and had not changed for nearly 20 years.  Maintaining version control and the relevance and accuracy of the information in the report had become a concern to the board.
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  • Process De-Bottlenecking - Pipe Manufacturing

    The client was Australia’s largest manufacturer of Oil and Gas pipe. Market pressures and delivery timeframes for some specific customers meant that increased throughput without additional production shifts was required.
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  • Process Optimisation - Steel Recycling Plant

    The client operates several metal recycling facilities that separate recoverable materials into 3 streams; ferrous material, non-ferrous material and non-metallic material. During benchmarking exercises, it was found that the level of non-ferrous metals in the non-metallic stream was several times higher than best practice.
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  • Product Changeover Improvement - Manufacturing Plant

    The client was Australia’s largest manufacturer of Oil and Gas pipe. Excessive Product changeover times were significantly reducing operational time and availability of the plant. 
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  • Rail Throughput Improvement - Port Infrastructure

    Our client’s operations had a number of projects that had been identified to support an effort for Rail Throughput Improvement. There was an imminent need to provide support for the validation and prioritisation of the current improvement activities into a single project pipeline ready for implementation.
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  • Standardised Work - Manufacturing Plant

    During the implementation of an improvement project focused on the reduction of the level of defects, it was found that the accuracy of the categorised defects used as the fundamental basis of the project was flawed.
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  • Strategic Planning

    Our client’s Mining Operations, located in Western Australia, had ramped up operations significantly in just four years.  During this time, the application of various levels and forms of business strategy and tactics had been applied across the site.  With the major mining and processing infrastructure now successfully operational, our client wanted to re-focus their efforts on ensuring that the strategy and tactics as well as their people, were fully aligned to meet increasing production requirements.
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  • Visual Management - Manufacturing Plant

    Lack of alignment in information systems, lack of communication structure and ineffective forums for periodic review of performance, were preventing the ability of the management team to have a clear view of the outcomes achieved by the business.
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