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Port Hedland FY24 Strategy and Planning - Coggle Diagram
Port Hedland
FY24 Strategy and Planning
Safety
Plan -90 day - 2 YP
measure - KPI's
Leading indicators
Lagging indicators
Cultural Measures (reporting/celebrating)
Risk/Control Ownership
FEL program
Capability
Investigations
Field Leadership (FLEX)
GRC (CCV,CET)
EMS (event management and user)
MoC
D2 - Documentum
Risk Assessments (HSE, RAC and Business)
L2 Assurance (Audit Function)
Productivity
Tool Time
WAVE
Span of Control
KPI's TBC
Standardised Work
BOS Practice Maturity
Overhead ratio/non-prods
Shutdown Capabilities (supervisor)
Contingency Belts
Business Strategy Planning
Doc #01- Asset Letter of Intent
Doc #02 - Port IOP's FY24
Doc #03 - OS 2-5YP
OS "5 Value Drivers"
Higher Productivity
Fast paced improvement
Stable, capable and diverse workforce
Certainty of Performance
At the right cost
Service
Performance
Objectives
Quality
Cost
Speed
Flexibility
Dependability
WAIO metrics
ATSW Fixed Plant 90%
Port Shut Scope Compliance 92%
ATSW Conveyors 90%
Major Shut Scope Compliance 95%
Cost of Production - AR/ELR? TBC
Dynamic Shift Util 92%
Doc# 04 - OS West 2YP
Doc# 05 - OS Port Plan
Strategy, Structure & Selection
Fi Supt
NP Supt
Gen Mech
Conv Mech
OS Functions Strategic Intitiatives
Business Performance
HR/ER
ALTA
Landlord Arrgangements
Org design
Finance
Growth
HSE
Health team
Risk management/event management
Filed Leadership Training
Training and Capability
OS Resource Deployment
Contractors
OCET
Techforce
Contracted
REMA
Outsource
Safety
Cost neutral compared to OS
Performance criteria established
track record for FY24 - Perf
REMA Commercial Intent and commitment
Commercail model - Contract Ownership insie BHP
OS Risk Tolerance/approval of a sustainable model
Accomodation (base/peak/emergency)
Equipment logisitcs and equipment supply (inland WAIO assets?) OB25 integration
Eliminate duplicate layers of leadership
IR Risk - Same Job Same Pay
Insourced by the Asset
Why not?
Benefits above OS - Simplicity,cost,accountability etc
Insourced by OS
Resi housing
FIFO Accomodation
FIFO/Resi
Resource Availability
WHS - Sec 26 (duplication of ARP)
Recruitment Freeze - TBC
Brisbane Flights
Risk assessment already done - RH Calvins team to begin the planning process for FY25 REMA transition
Levergae inland "Field Services team" - Business Model for the West
Org Structure - Single Point Contact, OS Supporting Org structure
What are the "unknowns" from REMA - supply/technical/product - Scope/ Engineering - GTS?
Eliminate duplicate layers
Transition (transition risk of supply of service)
WAVE Potential - proof of model defined in cost
IR Risk - Same Job Same Pay
Camp accommodation forecast - critical resources
Residential
Campl
Timing - decision Early, per plan or delay?
Fenner
The Way we work/The work we do
Work we do, or how we work?
Weekly Work, inspections and Maintenance
Field Services - planned and Breakdown Splicing
Mechanical/Generalist Work
Fixed Roster
Residential
Dynamic Roster/Variable demand and Supply
4 independent Scopes
General Mechanical and Electrical (2 supt)
Conveyor Field Services (NP and Fi)
Conveyor Mechanical
Conveyor Inspections (NP and Fi)
What Success looks like.
What we look and feel like now (Departure Point)
What we will look and feel like in June 2024 (Arrival Point)
What do we need to get there (departure to arrival)?
Our (line) Strategic Initiatives
Function Strtegic Initiaives
Barriers to success
Asset Support
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Barriers to Operations
Facilities
Capital
Equipment
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Key Relationships/Stakeholder Mapping
GTS
Supply
Contracts
Operations (GM to frontline)
Site Relibility
Asset Finance
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PARKING LOT
Work Management - Planning and Control
Belt Supervisor Technical Capability (gap closing)
Primary Team - Print Profile (next team day)
Circle of Influence - Circle of Control
Org Structure - Span of Control