Calsta will save you money and improve efficiency quickly without the need to spend large amounts of capital or disrupting your day to day work activities. We are specialists at business unit turn around.
We utilise a range of proven tools to deploy a systematic Business Improvement methodology driven to optimise underlying processes resulting in greater operational efficiency and reduced costs. Our team strive to gain rapid traction in difficult situations, through involvement and buy-in of primary stakeholders, to help organisations continually achieve their goal.
Through the ongoing identification and acceptance of core business constraints, Calsta develop and implement solutions improving financial performance. In essence we focus on the important things for our clients. We do this by identifying the mission critical areas; these are always defined by the client’s desired outcome which is either a quantifiable physical or financial state that can be supported by fact and data. We specialise in capturing value quickly, developing longer term strategic and tactical plans for improvement (3 to 6 months) and teaching our clients how to maintain same. We do not burn timesheets or stay involved on a project longer than required, this is why all of our clients have reengaged us.
All business risks can be viewed as opportunities for improvement. Below are some of the tools Calsta use to overcome these risks and initiate ongoing improvement.
3W (Who, What When) Project Management Tool
For all Business Improvement activities we utilise our in house developed tool known as the 3W – Who, What and When. This is a measurement tool, not a reporting tool. When used correctly the 3W ensures all parties accountable for delivery are able to quickly identify the goal, easily articulate the message to others and provide the accountable person with the understanding of when to elevate an issue.
Theory Of Constraints (TOC)
Developed by Dr Eliyahu Goldratt, the Theory Of Constraints (TOC) is a management paradigm applicable to all industries and sectors. TOC views any organisation as being limited in achieving more of its goals by a small number of constraints. Under this thinking, it is important to view an entire organisation as a system and all the departments consisting of multiple linked activities, one of which will act as a constraint to the system.
For most organisations the goal of the company is to make money now and into the future which is generally achieved by sale of a product. Therefore, the rate at which the system generates money through sales determines the throughput of the organisation.
Identifying the constraints is crucial for any business improvement initiative as optimising a non-constraint will not increase overall throughput. Only through breaking a constraint can throughput be increased. This is done by the following these steps:
- Identify the system’s constraint(s)
- Decide how to exploit the system’s constraint(s)
- Subordinate everything to the above decision(s)
- Elevate the system’s constraint(s)
- If in the previous steps a constraint has been broken, go to step 1, but do not allow inertia to cause a system constraint.
These steps become the basis for any Process Of On Going Improvement (POOGI).
The LEAN methodology was developed in Japan during the late 1970’s and early 1980’s as a way to combat the booming American automotive manufacturing industry. Within the LEAN methodology is a range of tools designed to improve quality, reduce cost and eliminate “waste”. In this case, waste refers to:
- Overproductions: Making something before it is required resulting in excess inventory.
- Waiting: Time when Work In Progress (WIP) is waiting for the next step in the chain.
- Motion: Unnecessary movement of people.
- Overprocessing: More processing than is required to produce what the customer requires.
- Inventory: Product quantities that go beyond supporting the immediate need.
- Defects: Products that are scrap or require rework.
Each waste has a range of LEAN tools to countermeasure and when deployed systematically can result in instantaneous cash savings. Kaizen (Continuous Improvement) is at the heart of all LEAN tools and is vital for any organisation striving for best in class status by encouraging teams to work together to achieve regular, incremental improvements.
Short Interval Control
Short Interval Control (SIC) is a LEAN process for driving continuous improvement during a work shift with the intention of reducing variation to plan by detecting emerging problems early and taking action to resolve them. SIC holds short and effective meetings at frequent intervals allowing the management team to accelerate the pace of improvement with instant, quantifiable results. It is important to note SIC meetings have a short duration, usually between 6 and 8 minutes, which shouldn’t be misconstrued with encouraging a culture of excessive, ineffective meetings.
Calsta’s turnkey Short Interval Control process can be implemented with minimal disruption to operations allowing our client’s to expect rapid traction and improvement.
5S Workshop Management
A cluttered and untidy workplace can lead to low productivity, worker dissatisfaction and re-occurring accidents. The 5S Principles can help identify and eliminate wastage to achieve a more organized and safer working environment.
5S is a system and way of organizing and managing workspaces to improve efficiency by eliminating waste, improving flow and reducing process. Pioneered by Toyota Motor Company, the 5S method applies standard housekeeping practices in the workplace through the five principles of Sort (seiri), Set in order (seiton), Shine (seiso), Standardize (seiketsu), and Sustain (shitsuke).
Mine to Mill Optimisation
Mine to Mill is a methodology which takes a holistic approach to optimising mining operations by characterising the rock mass to be blasted and improving the fragmentation of rock upfront using optimised blasting methods as a means of improving mill throughput and reducing specific energy consumption.
Six Sigma represents a well thought out package of quality tools and is an advanced improvement approach used to resolve the top 10 percent of quality problems. Using the Define, Measure, Analyse, Improve, Control (DMAIC) process can identify areas of variation and aim to reduce defects to 3.4 per million opportunities, or within six sigmas. Six Sigma is often coupled with the Lean methodology as they have common threads resulting in the reference to Lean-Six Sigma.
Six Sigma improvement is often associated with large direct cash savings and is heavily cost reduction focused. Our team use Six Sigma tools such as Analysis of Variance (ANOVA), Cause and Effect, Design of Experiment (DoE), Failure Mode and Effects Analysis (FMEA), Pareto Analysis and statistical analysis.
Staging and Kitting
Staging and Kitting is an activity aimed at improving work task planning by ensuring all parts and tools required to complete a job are made available to the work team prior to commencement reducing the LEAN wastes of Motion and Wait and Queue.
Staging and Kitting is a multi-phase process:
- Ensure all parts and tools are available before commencing any work task.
- Job planning