- You have a bunch of fine individuals, but they're not gelling as a team?
- You're working with a distributed (remote) team but it's a team by name only?
- Your team members get on well yet their internal processes are not enabling them to succeed?
People are complex individuals and working together productively does not always happen without some extra help.
The objective of Organisational Effectiveness is to to create and maintain an organisational environment that fosters the desired culture and renders the organisation as effective and competitive as possible. That's easier said than done. Fortunately there is a solution for almost every challenge, so speak to us about how we might help!
Example of Our Work
Production and Productivity Improvement Project
Project: UG Gold Mine Western Australia - A smallish gold mine had become part of a large multinational organisation. This site had changed ownership a number of times leading up to this divestiture and morale was at an all-time low. Unsurprisingly, safety and production performance were reflective of the low team spirit this workforce had sunk to. A series of One-on-One interviews were conducted as well as some workshops to help identify root causes beyond corporate ownership issues.
Outcomes: Once the reasons were clear, including some big 'elephants in the room’, a plan could be developed that allowed the teams to rally behind a common cause and regain their safe, productive and happier esprit de corps.
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Evolution embarked upon a series of projects with FPC, which aimed to improve the operational consistency and implementation of change on site, while leveraging off the existing strengths of the operation. Review and upgrade the existing management processes.
1. Improve transparency and collaboration at the Senior Leadership Team level,
2. Improve competency in project management,
3. Strengthen the internal communication using a deliberately designed network of meetings, communication screens and other initiatives,
4. Increase production volume and decrease cost per unit by improving short term planning and execution capability.
Together with other initiatives, this resulted in improved collaboration between all functions which in turn netted over 37% mining production uplift.
Following solid success, a process of prioritisation and alignment management was implemented. This supported the ‘mine to mill one operation’ ideal and allowed the SLT to decide month-by-month what actions were to be prioritised. These priorities incorporated production realities and longer term imperatives of the Balanced Business Plan. Much of this work was completed during a period of declining gold prices and a relentlessly strong Australian dollar, making it difficult to justify spending money on improvement projects. This work proved critical for the operation’s long term survival.- Mark Boon, GM, Evolution Mining, http://www.evolutionmining.com.au/