may 2015 - pwc.pe of mines/abraham chahuan...cost culture at antamina permanent ongoing efforts to...
TRANSCRIPT
Cost Culture at Antamina
May 2015
3
Cost Culture At Antamina
Permanent ongoing efforts to reduce cost, improve efficiency and generate savings.
Company-wide cost reduction program launched in 2012 and reinforced in 2014
through the 3A program, aiming to reduce costs mainly through:
v' More aggressive negotiation with key suppliers v'
Reduction of non-value added activities
v' Better control of certain expenditures
Key areas leading initiatives: Logistics and Operational Excellence.
Program continues in 2015 (“3A Reloaded”)
Reloaded!
2
3
Main Goals
Saving Ideas
per area
Review of activities that do not add value
Review of: Discretional expenses Rates
Main consumptions
Objective
Permanent
Annual Cost
Reduction
Cost control culture reinforced Improve awareness of cost / benefit in decision making
3
Organization & Program Dynamics
Organization Flow of Ideas
4
Personnel’s Ideas (Ideas con Valor)
Cross M 1 M 2 M 3 M n .... Savings
Working Teams by Area (5-7 people)
Savings Initiatives
Just Do It
Assess ment
Filter:Operational
Committee
Controversial
Rejected
Approved
Approved
Sponsor
Weekly Monitoring
Daily Support
VP Finance
Operational Committee
Operational Excellence Area
Cost Area
Rejected
Approved
Executive Committee
Timeline
March 2014
Program Organization
April 2014
Generation of savings ideas
May 2014
Analysis andevaluation ofideas
2014 and 2015
Implementation and follow up
5
Progress Reports
Ideas from
Program Teams
Approved Ideas 12%
reduction
Ideas from “Ideas con
Valor”
contest*
Monthly progress reviews
6
Antamina: Marco Estratégico
99
Operational Excellence Framework
Define Strategic goals and
KPIs
Identification of critical processes
Strategic Alignment
Continuous Key Process Improvement
4.Control 3. Improve
KPIs, key value drivers
Business review
6Sigma Lean Others
2. Diagnose 1. Mapping
BPM Benchmark
Budget
9
1
11
1 11 1
1 1 1
6
5
4
3
2
UCL=1.287 1.21
1_ X=0.59
0 LCL=-0.107
ene-12 abr-12 jul-12 oct-12 ene-13 abr-13 jul-13 oct-13 ene-14 abr-14 jul-14
Mes
Hora
s /
(Mes-C
am
ion)
Antes Después
Horas de Parada de HT pot Espejo (MAN008)
Parada del Sistema de Chancado por Cambio de Turno (MIN025)
Antes Después
15.0
12.5
1
11
1
Hrs
/mes 10.0
7.5 1
11
1
8.85
UCL=7.17
5.0 _ X=5.25
LCL=3.33
Mes
8
1
UCL=40.66 40
30
26.43
20
_ X=15.67
10
0
LCL=-9.32 -10
Mes
Hr/
Mes
Tiempo de Parada del chancado por Inchancable y Desperdicios (MIN028)
jun-12 sep-12 dic -12 mar-13 jun-13 sep-13 dic -13 mar-14 jun-14 sep-14
Antes Durante Despues
Six Sigma Projects
9
Employee Suggestion Program
Yearly program to capture employee suggestions on a
permanent basis
Communication - Examples
10
Cost Culture at Antamina
May 2015