Enterprise Operating Model - Optimisation
A large mining and metals operator initiated a division-wide transformation program to streamline and optimise operations, strengthen, and standardise processes, and uplift digital maturity. The program focused on business improvement and optimisation, delivering material improvements in safety, cost performance, business process, and operational efficiency across the value chain.
Engagement Scope
Optec provided senior delivery and transformation capability across the following roles:
Program Manager
Project Manager
Business Process Analyst
Change Manager
These roles operated across corporate, operational, site-based teams, along with engaging General Manager and C-level stakeholders.
The Challenge
The program required coordinated delivery across diverse operational environments, with strong governance, disciplined execution, and deep mining domain expertise.
Key challenges included:
Inconsistent processes and operating models across sites
Limited transparency of cost drivers and inefficiencies
The need to review, analyse, and optimise critical processes and ways of working
Delivering sustained change in live operational environments
Aligning operational, technical, and leadership stakeholders around a single improvement agenda
Achieving meaningful outcomes depended on execution quality, adoption, and operational credibility.
Optec’s Approach
Optec delivered an embedded transformation and delivery model focused on business improvement and optimisation, operational discipline, transparency, and measurable outcomes. This approach enabled:
Strong program governance with clear accountability
Review, analysis, and optimisation of critical processes across the value chain
Consistent, repeatable processes implemented across multiple sites
Practical frameworks embedded into day-to-day operations
Delivery aligned to operational realities rather than theoretical models
Outcomes Delivered
Optec’s delivery team contributed to outcomes including:
Substantial and sustained reductions in operational cost driven by improved process and operational efficiency across the value chain
Significant avoidance of external project and delivery expenditure through embedded capability
Improved operational efficiency, safety performance, and consistency of ways of working
Clearer cost visibility, decision-making discipline, and accountability
Business improvement and optimisation frameworks adopted as standard practice across the metals business
The benefits achieved were material at an enterprise scale, extending well beyond individual projects or sites.
Long-Term Value
This transformation program established a durable foundation for ongoing business improvement and optimisation by embedding standardised processes, stronger governance, and enhanced digital capability across the division. Optec’s partnership enabled the operator to internalise transformation capability, reduce reliance on external advisory and delivery models, and continue realising cost, safety, and performance benefits well beyond the life of the program.
