Cost Avoidance $7.7M
Our client had $5M worth of temporary power equipment which was owned & managed by different areas of the business, stored over several locations & managed out with the warehouse processes. Through applying 5S methodology during a Kaizen event we transformed management & control of equipment resulting in cost avoidance of $7.7 Million over a 5 year period.
$1,5M increase in production daily
Our client wanted to increase truck operating efficiency without compromising operator safety & to potentially enhance the work environment for the drivers. We increased truck utilisation increasing daily production by >$6M whilst also improving morale, health & wellbeing of drivers.
OPEX reduction $4.7m
Our client operates a number of mines, due to the size of the mine & complexity of equipment shift change is time consuming, this nonproducing shift change duration reduces the ore delivery to ore preparation, affecting the flow of production.The changes made to the process by PBI delivered an annualised bitumen increase of 9,000 tonnes/day generating a revenue increase of $110m.
Cost avoidance of £2.25m
Our client spent over £5.4M undertaking offshore surveys prior to work being planned and executed. There was no control of survey execution or survey data, the client was unable to fully utilise the full value of the data. Working with the client PBI team managed to reduce number of offshore surveys by 50% and return 521 days back to the business.