Overall impact achieved at different stages over an 18-month period
Savings that delivered 60% increase in NPV were identified within four weeks of working together
People impact
Long-term embedded behaviour change to deliver the highest performing unit in the group
- Changed daily working habits across the organisation
- Changed communication habits at all levels
- Embedded a continuous improvement mindset
- Shifted management focus to high-impact areas
Open communication of problems, issues and constraints in order to prioritise and solve at the right level of the organisation
Management focus was on the issues with the highest impact
How it was delivered
1. We combined and optimised deep inside knowledge with a fresh perspective of the possibilities on how to implement change and make it stick
1A. Efficiently optimise value - 'do the right project'
We identified the highest potential impact areas and prioritised delivery effort on these
1B. Refocus and work smart - 'do the project right'
Transparency, communication, accountability, alignment of engineering, procurement and construction contractors with organisation priorities
1C. Solve bottlenecks; optimise delivery - 'start the operation right'
Crystal clear view of drivers of success and vulnerable areas to be closely managed
2. We worked ‘on the ground’ and fundamentally changed mindsets and working practices
- Designed and embedded communication protocol
- Coached all supervisors
- Resolved productivity issues
- Front line, site appropriate project communication systems implemented
- Reduced conflict, increased transparency and accountability
3. We got to know the truckers, the plantation and how the truckers worked
Problem
- The trees to be picked up were in a range of one to several meters away from the road. The farther away ones where harder to reach – particularly in wet weather.
- Truckers took trees from the edge as it was faster and simpler to do even when weather meant access to the farther away wood would be possible.
Solution
- Incentivise delivery of trees from deeper in the plantation on ‘easy access’ days in order to allow the ‘edge harvesting’ on muddy days.
- A simple marking system showed where the wood was coming from. Harvesters were rewarded for collecting to the agreed operating system.
Impact
40%
increase in wood supply productivity
This example refers to when we were asked to increase the productivity of the wood supply to allow accelerated ramp-up of the project
In a complex project of multiple interdependencies, time costs.
We identified where and how to save time and drive efficiency:
>2x
By optimising the trip cycle time and doubling the number of trips performed by the concrete delivery trucks...
50%
Production capacity of concrete rose by 50% and so could supply all production demands...
-63 days
This recovered 63 days in construction time.
