Don't take our word for it, this is what our clients have to say about us. You will also find a bit more discussion and interaction on our LinkedIn company page.
FPC have also worked with the department supervisors and leaders to focus behaviours and practices across the teams on continuously improving. We have seen an uplift in all areas of the department’s performance which has paid back the investment multiple times over.- Stephen Fitch, Manager - Underground Mining, Newcrest Mining, http://www.newcrest.com.au/
Our systems were very paper-based and relied on emails, and the tools FPC implemented made it easier for people to be kept in the loop and not lose critical information. There is still more work to do to fully implement a paper free system for underground operations and I’m confident FPC have to experience and people skills to implement this system with operational staff, who are used to being directed by pieces of paper.- Melanie McCarthy, General Manager, Mandalay Resources Corporation, Costerfield Operations , http://www.mandalayresources.com
The take-up on site in terms of the use of the new tools, the way the system and the people helping us with the implementation from FPC were accepted and the results since have really impressed me. We are happy that we have a system that can be built upon in the future to take full advantage of the potential for improvement from the STARR system’s full implementation.- Neil Meadows, COO, Karara Mining, Western Australia, http://www.kararamining.com.au/
Mark’s unique combination of extensive business management knowledge as well as a deep understanding of how quality management systems and a process framework supports the achievement of strategic goals have enabled him to map out a journey that made sense from a business and strategic management perspective. Having this roadmap is assisting the policy, strategy and research team in continuing to promote the message around the benefits of a holistic management systems approach as we work towards improving our systems for asset management, product quality, environment and safety.- Annalie Roux, Manager Policy Strategy Research and Innovation, Seqwater, http://www.seqwater.com.au/
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/