- BHP’s Olympic Dam mine increased its production throughput which required the expansion of its existing processing infrastructure. With this in mind BHP added a further two leaching Tanks to its Tailings processing capability.
- Working under remote conditions and in extreme heat the project was beginning to fail. On attending the site immediate action was required. A full and honest appraisal was required.
- All work was stopped and staff were redeployed to assist in taking a ‘snap shot’ of the project status. Several key areas were recognised and action taken to address these issues.
- The program was restructured and developed to give a realistic timeframe for delivery. This also involved utilising the reporting facility to give daily progress updates.
- A staff restructure was implemented with several key roles being directed into different reporting streams.
- Disruptions were anticipated and dealt with in a timely manner
- Client meeting were no longer adversarial and became more collaborative
- With more success the focus changed from simply completing and de-mobbing to become more focused on Cost, Time, Quality. The more goals scored the more the team wanted to score goals
- On completion of the contract the contractor was offered more work in several location within Australia.