Problem

A mid-tier gold producer was losing over 15% of available processing hours to unplanned equipment failures. Maintenance was reactive, and the planning team had no visibility on upcoming work.

What we did

Conducted a two-week operational review covering maintenance workflows, work order data, and team structures. Restructured the planning process, introduced a weekly scheduling discipline, and trained supervisors on work prioritisation.

Outcome

Unplanned downtime reduced by approximately 30% within four months. Planning compliance improved from under 40% to above 75%.

Problem

A large mining services contractor was carrying a 45% annual turnover rate across its Pilbara operations. Roster design did not match the work demands, and supervisory capability was inconsistent.

What we did

Reviewed the full workforce model including rosters, pay structures, role clarity, and supervisor development. Provided a restructured model with clearer career pathways and revised roster options.

Outcome

Turnover reduced to under 25% over twelve months. Contractor dependency fell by approximately 20%, saving an estimated $2.5M in annual labour costs.

Problem

A heavy industrial facility had a history of shutdown overruns, with the last two major turnarounds exceeding budget by 20-30%. Scope creep, poor contractor coordination, and late material deliveries were recurring issues.

What we did

Embedded as project advisory from the planning phase. Established scope freeze protocols, contractor performance tracking, and a daily progress rhythm. Worked alongside the client team, not as a separate layer.

Outcome

Shutdown completed within 3% of budget and two days ahead of schedule. The client adopted the governance framework as standard for future turnarounds.