case-study-RioTinto

Situation

Rio Tinto is one of the world's largest metals and mining corporations.
Difficulty in monitoring and measuring the travel and accommodation process performed, and ensuring that all the fly-in-fly-out employees have their tickets and accommodations booked reasonably earlier than the travel date.
The overall objective was to standardise the booking process for commercial rostered flights, optimise and then transition the process to a more cost effective location while establishing appropriate governance structures and measurement methods.

Work Performed By Our Team

Preparation of a high-level process model to set the context and focussed analysis of the process within the project scope.
Creation of current state process models supported by detailed performance data analysis to bring clarity on the total effort and volume of transactions.
Creation of a theoretical future state process - developed by conducting multiple group workshops. The process was also supported by process measures that were developed using Leonardo ProMeasure™
the methodology that identifies specific measures for different stakeholders involved covering various process perspectives like input, output, guides and enablers
Development of a robust governance structure for managing operations in the onshore-offshore delivery model.
Transition of the process to an offshore location and provided continued support in fine tuning the process and the measures during the process transition to offshore.

Value For Client

Standardised the commercial flight booking process for regular rostered FIFO employees
Developed and supported in rolling out consistent process measures using ProMeasure™ methodology for the standardised process
Supported in continuous analysis and fine-tuning of the process flow and measures throughout the transition of the process from onshore to offshore location
Headcount reduction by 30% due to process standardisation & productivity improvement and resource cost optimisation due to offshoring the standardised process.
Developed the process architecture, a hierarchical representation of all the processes within scope for the service centre that was the basis for ongoing process management