Role: Lead co-designing new systems of work

Scope of work: Discover, define, co-design and activate processes and tasks across all assets for operators

Grit co-designed and implemented Operator Routines at a Copper Smelter and Refinery

There was a critical failure at the Desulfurization Plant of a copper smelter refinery in the Philippines The failure of this plant resulted in a significant production loss. Grit was requested to complete a review of the failure and implement operator routines. The implementation of routines at the Desulphurization Plant led to significant improvement from 35% to above 90% compliance in SO2 emissions. To date, over 493 routines have been developed across 9 assets. Grit has set up and coached a dedicated client team to continue to deliver the remainder of the Operator Routine Program.

Role: Lead production performance breakthrough

Scope of work: Co-design leadership focus, maintenance and operation teams collaboration to design and activate new systems of working

Grit supported a copper smelter and refinery to deliver a Breakthrough Project with the aim to improve Nickel Evaporator Performance and increase Refinery window for taking in anodes with high Ni content.

A Maintenance Blitz and regular preventative maintenance practices, coupled with operator routines to drive operating discipline were designed and activated to ensure the asset operates in stability. As a result, the window for charging high Nickel concentrate and reverts  increased. Crude Nickel Sulfate Production increased to 27 dmt per month from an average of 20 dmt, Nickel quality improved to 19-20% from 17% average, and evaporator availability significantly increased to 70% from 45%.

Role: Safety Team Systems of Work

Scope of work: Safety Systems enhancement and Safety Team culture uplift

Grit  was engaged to review and redesign key Safety Systems as part of a broader safety team change program at a copper smelter and Refinery

Supported an organisation wide safety culture change that focused on commitment, positive outcomes and ownership at all levels rather than one just focused on compliance. This included building team cohesion within the safety team, developing capability and enhancing technical knowledge within the safety team and facilitating the design/re-design of key safety systems to improve effectiveness and outcomes. These systems included permit to work, pre-start and safety investigations.

Role: Safety Leadership Program

Scope of work: Design and Activate Safety Leadership culture intervention at all levels of the operation.

After a number of critical incidents on site, Grit supported a copper mining, smelter and refinery operation to design and implement a Safety Leadership Intervention.

The Program was designed to create a line in the sand, where leaders adopted a new approach to safety leadership, and were committed to implementing whatever is needed on the ground to effect change. This comprised of SafeLeader workshops to enrol leaders in safety covenants and their role, heavy field coaching content focusing on leadership of safety and personal development as a leader, and the measuring results through establishing baseline performance, tracking progress of each coaching session, and individual and consolidated reporting.

Role: Lead co-design, activation of work systems and culture.

Scope of work: Co-design, activate works systems – existing and new, and build capability in work related systems to improve total performance.

Grit led a re-design of work systems in major mining company to improve mind-set, leadership practices, systems adoption & culture across 15,000 employees.

Redesign focus work of a leader (Core work) for each level – consistent with systems leadership principles. Visual Management, Leader one on ones, Focus Work System, ‘3 in a row’ coaching etc. Support development of client specific systems & roll out. Right Work, Right Role, Right time, link to Safety Leadership program. Coaching Work of the Role for Leadership (Capability Development). Build understanding & capability in the work of leadership & foundation systems that drive accountability, consistency and performance cultures.

Role: Lead organization re-structure and work re-design.

Scope of work: Diagnose, co-design and support HR to implement organization re-design.

Grit was engaged by African major mining company to lead co-design 15,000 employee organization structure & work re-design.

Co-design with all department heads and leadership team members a shift towards 5-layer organization to match work complexity and improve role clarity, accountability and authority. Remove Duplication – Central service, line and contractors. Harmonize complex rosters for consistent leadership, manage interfaces and improve “Tool / working Time”. Match resourcing with re-designed work requirements & capability needs. Review employment deal around pay, conditions and areas like travel and basic health. Evaluate alternative operating models by which to access capability in strategic areas of importance

Role: Lead for the co-design,  implementation support and project assurance

Scope of work: Develop & implement a capital management framework for major projects across the Copper division of a major mining company

Grit led a team that was engaged by a major mining company to improve project performance and outcomes by rapidly implementing a Capital Management Framework

This global initiative was applied to all major capital projects (>US$500 million) in the Copper division and included new mine developments and expansions of current facilities (mine, process plant and infrastructure). The co-design and co-implementation approach allowed rapid deployment with significant and measurable improvements to project outcomes within the first three months of project commencement

Role: Major Project Review leader

Scope of work: To lead a review of a major copper mining development and jointly develop a corrective action plan jointly with the studies team

Grit was engaged by a major mining company to assemble a team and lead a review of a large copper project

The project was at a pre-feasibility stage and required an independent assessment to establish if the project was tracking as planned and that risks were being adequately managed.  Andy lead a highly experienced multi-disciplinary team, covering technical, legal, HSEC and financial disciplines.  Using a risk-based approach to identify and to prioritize the challenges, a rectification action plan was developed within three weeks of the review starting.  Follow-up support was provided to the project, including reshaping of the scope and identification of experienced key team members.