<img height="1" width="1" style="display:none" src="https://www.facebook.com/tr?id=1907245749562386&amp;ev=PageView&amp;noscript=1">
Rio Tinto 2Case Study Images


  • 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

Want to learn more ?