Mining 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. 
    Read More
  • 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. 
    Read More
  • 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. 
    Read More
  • Maintenance Evaluation - Contract Mining Operations

    As a result of poor equipment performance and the resulting inability to achieve targets, our client wanted to obtain a greater understanding of the ‘health’ of the local Maintenance function within the organisation, currently managing the fleet of equipment on site.  This organisation was a key operational service contractor to our client.
    Read More
  • Maintenance Improvement - Quarry and Processing

    Our client’s business had completed a step change program with the focus on improving ‘bottom line’ performance of its operation.  One of the areas of improvement the program identified, was the need to improve the efficiency of the existing Maintenance organisation along with the quality of business processes, standards of operation and tactics used on site.
    Read More
  • Maintenance Strategy and Tactics Development - Coal Mine

    Our client’s operation, located in the Bowen Basin in Queensland Australia, was in the early stages of installing a new long wall.  In an effort to be proactive in managing equipment performance and business risk, they sought to develop the maintenance strategy, tactics and critical spares listings to be ready for the installation of the new long wall.
    Read More
  • Operational Readiness Strategy - Iron Ore Mine

    To support our client’s Iron Ore expansion strategy, their Non Process Infrastructure (NPI) group needed to develop an action plan to ensure Operational Readiness (OR) was built into the project development and execution plans for all supporting infrastructure.  A key outcome of this plan was to develop the Operational Readiness Strategy for the new business function.  This strategy would define the approach and requirements for developing and implementing Operational Readiness for all major (Board Level) projects. 
    Read More
  • 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.
    Read More
  • Uptime Improvement - Quarry

    Our client’s asset was a 500,000 tonne per year quarry operation operating under a capped output license, in a very competitive market.  During one year of operation, 70% of operating days did not achieve the daily target of 2000 tonnes, due to the operation experiencing multiple breakdowns and delays in processing.
    Read More