IROC Implementation

IROC is a key strategic asset for an organisation, however strong executive support is critical ot move the business to a new way of operating

The Challenge:

Operations struggled to maintain critical skills in production processes such as mine and plant control at the mines. In addition, there was variability in productivity performance both across shifts at one operation and across different operations. Integration of mine, plant and supply chain was in a low state of maturity due to operational silos.

The business had contemplated the adoption of an IROC model for over a decade but IR concerns and pushback from the operations to the transition slowed the implementation. 

The Solution:

• The implementation of a IROC in the Brisbane city to support all of the East Coast coal operations commenced study phase in 2016 with execution being completed in 2018. The IROC has continued operation today and is a key strategic asset for the organisation.

Key Lessons Learned:

• Strong executive support is critical to move the business to a new way of operating and delivering a real cultural change 
• Identification and appointment of a focused and dedicated team from the business to deliver the project led to its success. People change management was a large workstream in the project that maintained stakeholder buy-in through leader-led change at the operations 
• Maintaining trust between operations and the IROC is key
• Decision rights and wiring between the IROC and the operations needs to be well defined for the IROC to be enabled to add the full value