Transport Shared Services is redesigning its operating model to purposefully focus on and deliver a customer centric product and service. Core is the implementation of a Tiered approach, supported by key technologies including exploration of RPA. It’s driving hard toward optimisation and ensuring its SS has a seat in the boardroom.
In this presentation from OPEX Week 2017, Daniel Bennett, Principal Manager, Strategic Improvement at Transport NSW explores to take a holistic view of the way you do business and reengineer your operating model to better align with objectives
ANZ has selected and embedded ‘champions’. It’s all with the end game of delivering a consistent continuous improvement culture, with customer experience the main target. Detailed training and ongoing support is provided to the 150 champions who have been nominated across ANZ, with just over half of these located in our Hubs (Manila, Bengaluru, Chengdu, New Zealand and Fiji).
In this presentation from OPEX Week, Tara Heylin, Business Improvement Manager, at ANZ explores how to drive a continuous improvement culture across every one of your locations to improve CX.
Transitioning IT to a Maintenance Organisation to reduce technology downtime on Operational Technology
BHP Billiton has transformed its entire vertical structure to become horizontally aligned to support business processes, like fleet management, business analytics, etc. Having mastered Six Sigma, 30 teams are now using level 1-4 performance boards, with a COE in the centre of the structure.
In this presentation from OPEX Week 2017, Brendan McCarthy, Head of Production Systems Operations, BHP Billiton, explores:
- Using SAP Work management for planning integration for Operational Technology
- Focusing on Data Integrity at the source
- Use of Performance boards to drive continuous improvement and prioritisation
- Implement process health monitoring to reduce the MTBF (Mean time between Failure)
- Implement 24/7 process centric capable teams to reduce MTTR (Mean time to Resolution)