4. Our Journey
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September 2014
Assisted Scheduling
Dec 2014
Full Auto Scheduling &
Dispatch
Jan 2014
Mega Tasking Introduced for Bundling of
Like Tasks
August 2013
Water Business Deployed onto Click
Schedule in Queensland
Manual Scheduling
June 2014
Master Data Cleanse Complete
5. Where we started
• Manual Paper base and Whiteboard Field Work Execution
Process.
• Slow migration of users across to mobile devices.
• Key Scheduling Data incorrect, due inaccurate source system
information.
• Decision to use manual scheduling, and then use the field
collected data to enrich the quality of master data over a
period of time.
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6. Megatasking
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• A drive to reduce Click Time.
• Too much time spent on click on minor inspection tasks
• Touch Click by exception only
• Bundling of like tasks in like locations.
• Immediate benefits seen, around reduction in workforce efficiency.
• Ask what you are capturing and why you are capturing it?
8. Fixing our Data
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• Based on real time captured actual data, provided true data
for cleansing back end systems.
• Asset management plans optimised & analysed.
• How often maintained, duration, what type of skills required.
• Where exactly are the assets!
9. Taking the jump – Assisted
Scheduling
• Priority
• Location
• Duration
• Change Management,
Releasing Control
• Exception Reschedule
Only
• Adjacent District
Scheduling
• Cross Contract
Scheduling
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10. Letting Go!
• Aim by December Move to Full Auto Scheduling & Dispatch
• Exception Management Only
• Planners & Schedulers move to Optimising Works
I.e. over 3 weeks it took more then 5 mins to do this
planned tasks. Why?
• Lead to $$ Savings Across the board.
13. Next Generation of Work Force
Management
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14. Next Generation WFM - Health
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Worker Biometric Data Such
as:
- Stress
- Sleep Deprivation
- Anxiety
- Just Having a ‘BAD’ Day
Incorporate to decide:
- Capable of doing the task
efficiently and effectively
Lone Worker Applications
Currently – Market Apps just
tell you the worker is either
missing or dead….
We want to pre-empt this.
Catch the issue before the
issue occurs!
15. The Digital Evolution of Data
Capture
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Traditional
Mobile Generation
16. Next Generation Data Capture
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Your
Phone/Tablet
has become
a cheap
Router
The “Tap & Tag” Generation
Tap to Start,
Tap to Stop,
Swipe Left to
Reject, Right to
Accept
Video/Image
Capture all
information
currently
captured in
mobile form
Tag based on
agreed Meta
Data
We are simply a Construction / Mining / Services business – this capability gives us important diversity across sectors, regions, clients, industry cycles and contract models – it safeguards our business while giving us the ability to extend our service offering across the value chain and offer a unique ONE THIESS proposition.
This slide gives you a quick snapshot of our business – our primary business is in Australia – where we operate nationally and have a great spread of work across our business streams
Some key projects in Construction include – QC LNG ~$500m with more to come, Caval Ridge Project ~$250m, Trackstar Alliance ~$475m, Hunter Expressway $757m, RNSH $721m, in Victoria we have the M80 $647m
Regional Rail $835m, and in WA Gorgon works ~ $1bn, Wheatstone works ~>$1bn
As pioneers to the Australian Mining industry we have today 9 mining contracts delivering more than $1.9bn /an and our history in Indonesia spans more than 25 years - today we are focussed on diversifying the business beyond mining – with the recent success of the toll roads the business has strong potential for growth – the business is currently contributing >$1bn
In Services – our capability includes water, energy, asset management and our remediation capability is world-class and has great potential to grow – just completed the award winning Hunter River Remediation Project for BHP – our greatest current opportunity is to expand the NBN contract.
As we develop our strategies we must keep pace with our changing markets
The booming resources sector has hit a wall in short 3 months- (high cost pressures – low productivities – high Australian dollar and global competition for alternative commodities is having a major impact on our markets) We’ve seen projects cancelled, delayed and or scope diminished – even current contracts under renegotiation -
Infrastructure – or Gov’t remains focused on fiscal responsibility – this is impacting on the timing of many projects and any projects that will come to market will be heavily contended and price will be the key determinant
The upside is the energy sector – LNG and CSG market remains buoyant – and Thiess is in a great position to leverage its track record and grow
With this backdrop Thiess must be agile, flexible and responsive – We must leverage our multi-disciplined capability and be quick to redeploy resources where there is more opportunity.
The Services Division of Thiess consists of:
Energy
Providing Services for Energy Asset Owners (Electrical Network, Mining, Gas, Telecommunications).
Water
Providing Services for Water Asset Owners (Maintenance, Civil Construction, Micro Tunnelling.)
Infrastructure
Providing Facilities Management Services into Social Infrastructure (Health Care, Defence, Prisons, Mining)
Remediation
Providing Environmental Services to remediate dilapidated sites.
