Our Engagements
The Implementation Project
Our implementation project focuses on realising the opportunities defined in the upfront review. We use a unique and well-defined approach which we have developed over the past fifteen years – and which is focussed on delivering results. The project involves four distinct phases which are designed not only to embrace detailed reviews of operating process systems and waste systems design, but implementation of the new systems, full on-the-job training in the new systems and effecting permanent behaviour change – the key to sustainable productivity improvement.
A project takes 15-22 weeks to complete. Client reviews are held weekly.
Larger Engagements by Industry
Mining
Tiwest
Objectives
Job Type: Performance Improvement Project
WS & Asocciates were engaged to design, develop and install an operational performance improvement project at the mine and processing plant through:
- Improving timely flow of information from the mine to the processing plant to allow sufficient time horizons to maximise planning and scheduling of processes.
- Recovery of lost capacity and downtime caused by the failure to plan, schedule and review performance outcomes.
- Installation of a work management system to ensure efficient management of critical control points through the entire process by establishing clear volume and operational parameters.
Our approach
Working with the operators, supervisors and management the objectives were achieved. Roles and accountabilities were redefined and a work management system installed to clearly track daily outcomes meet the forecast.
Outcomes
- Overall Equipment Effectiveness improved from 80% to 99.7%.
- Stretch budgets established for FY12 have been delivered and overall lift in feed tonnes from 41 to 46 tonnes per hour.
- Restructure of the organisation lead to clearer definition of staff roles.
Easternwell Minerals
Objectives
WS & Associates were engaged to drive increases in the company’s operational performance and improve the company’s EBITDA performance. A comprehensive improvement program was defined, designed and implemented which included:
- Introduction of our Work Management System for operations and maintenance. The systems implemented focused on driving the desired behavioural change in the business and provided management with visibility across daily, weekly and monthly horizons, allowing them to actively manage rig performance and identify areas for improvement.
- A detailed rig by rig operational forecast model built for the business which linked to the cash flow forecast.
- A restructure of the maintenance department and implementation of an integrated maintenance planning system.
- A restructure of back office and support functions to reduce overhead costs.
Our approach
Our approach involved working closely with local management to ensure the objectives were achieved. This involved sending consultants to each of the 19 drill rigs to implement the Work Management System and coaching senior management to drive cultural change within the organisation.
Outcomes
- Improved rig performance metrics on operating drill rigs.
- Reduction in rig downtime, improved breakdown response time and improved return on maintenance expenditure.
- Savings achieved in back office, support personnel restructure
Health
Western Health
Objectives
Job Type: Scoping study and 10 week engagement focusing on ways to improve the patient experience
WS & Associates were initially engaged to complete a scoping study with the Outpatient department located at 160 Gordon St Footscray. This scoping study focused on reviewing the existing systems, constraints and workflow applications.
WS was then subsequently engaged to complete a 10 week project to improve patient outcomes through creating capacity visibility and identifying value activities in existing work flows and processes within the Outpatients department.
Our Approach
At the commencement of the project WS undertook detailed work studies in both Patient Management (‘PM’) and the Referral Management Centre (‘RMC’):
- In PM, WS focused specifically on the current processes in place to manage the patient queue and the missed revenue from lost patient outcomes.
- In RMC, WS focused on the current referral management process from receiving through to waitlisting/allocating appointments.
WS also conducted extensive work load analysis and data analysis around the current systems Western Health had in place.
Outcomes
Based on our investigations and findings, WS constructed a Capacity Model (a forecast based on set criteria) and a Work Management System (actual data) to be used together to create a performance dashboard showing Planned Vs. Actual therefore greater visibility and accountability within the two areas.
Other specific outcomes achieved in our engagement include:
- Improved patient experience and employee morale through reduction of crisis management activities
- Substantial decrease in the patient queue and waiting time in PM through , multiple Queue Theory based initatives to assist PM
- Work studies that identified significant excess administration resources (40%) for recommended potential redeployment
Financial Services
Veda Advantage 
Engagement 1: Brisbane and Sydney Call Centre
Objectives
WS & Associates were engaged to complete a 5 week Proof of Concept Engagement with the Brisbane Veda Call Centre.
After completing a Proof of Concept engagement in the Brisbane Call Centre, WS & Associates (formerly known as 333 Consulting) were engaged to assist the operations (Customer Service) in Veda North Sydney to:
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Define and identify productivity improvements
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Create operational systems to support effective management that improves and sustains performance
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Identify work that can be transferred to the between offices, to utilise capacity and resources
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Consider the implications of any recent purchases
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Outline a structure to optimise performance and benefits
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Design and implement an integrated weekly/monthly reporting system supporting the appropriate behaviours
Our Approach
Outcomes
WS delivered the following outcomes by designing and implementing a Workflow Management System:
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A reduction of the days outstanding for an Investigation from 35 days to consistently between 7-11 days with active supervision and accountability
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Individual operator productivity improvements from approx 60% to consistently above 80%.
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Significant cost savings (30-40%) through excess resource reductions in the call centre
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Provided managers with greater visibility and transparency of the output of individuals
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Created a call centre wide weekly/monthly reporting system, supported with continous improvement meetings
WS was also able to investigate where a the other Veda offices could assist with work from the call centre. The capacity of the Brisbane office was created through the success of the Proof of Concept Engagement.
Subsequently WS has being involved in various engagements with Veda Advantage, these are detailed below.
Engagement 2: Credit Analytics - Installation of Project Management System
Engagement 3: Verify - Installation of Work Management System
Engagement 4: Review of Decisioning Product - Product Delivery and Positioning Review
If you would like any further information on any of the above engagements or our experience in different industries feel free to email info@wsassociates.com.au or go to the contact us page.