Operational Readiness Plan Development - Case StudyIron Ore Mine - Pilbara Region, Australia
The Challenge
The client had developed multiple Operational Readiness (OR) plans to support different areas of the business, that were overly complex, had a lot of duplication and were difficult to assign resources and track progress.
EnterpriseIS were asked to consolidate, restructure, and simplify these into a single plan, allocate resources to each task, and build a schedule that would meet the needs of the project for a vertical start up.
The client also required a resourcing plan and budget to be developed to support a successful delivery of the plan, as well as a suite of reporting for OR progress against plan, to ensure all stakeholders had a full understanding of project status, issues and concerns.
The Solution
Each of the OR plans for Mining, Processing and NPI were consolidated into a master OR plan and schedule, utilising the EnterpriseIS Operational Readiness Framework.
The EnterpriseIS Framework consists of 18 elements, 114 sub-elements and over 400 questions to assist in the development of the OR Plan. By utilising the framework, several gaps were identified between the current identified activities and potential actions to support ramp up.
Workshops with the multiple stakeholder teams were facilitated, to review the current activities, identify further activities to address the gaps, assign resources, determine dependencies, and set dates / schedule. These activities were inserted into the overall OR plan, to give a comprehensive view of all milestones and activities, their timing, who was assigned the task, and effort to complete.
The developed schedule was then used for all OR reporting, through plant commissioning to project completion.
The Results
A simplified, integrated plan was developed, which aligned with the EnterpriseIS OR Framework. All task duplication was removed, identified activity gaps filled, resource plan and budget established and suite of reporting developed.
The schedule was tracked and updated with progress reported weekly and exception reporting discussed during management meetings. The OR was completed to schedule and resulted in a successful operation start-up.