Our Approach
Every engagement runs on the same three disciplines, in the same order — because skipping one is usually why the last consultant’s recommendations didn’t hold.
The discipline underneath: DMAIC
HELP · PEOPLE · SEE is built on Six Sigma’s DMAIC framework — Define, Measure, Analyse, Implement, Control — applied to a fleet, a pit or a shift roster instead of a factory floor.
Define, Measure and Analyse are the easy two-thirds: most businesses in mining and earthmoving are visibly leaking money by the operating hour, and a competent diagnostic will find it. Implement and Control are where almost every improvement program actually dies — the finding gets documented, the consultant leaves, and the business drifts back to where it started within a quarter.
That’s the two phases ZeroEver is built around: not just telling you where the waste is, but implementing the fix and controlling it long enough that it holds.
SEE — Diagnose
Every engagement starts the same way: looking, properly, before touching anything.
Using Six Sigma tools — value stream mapping, time and motion analysis, root-cause analysis — ZeroEver builds an evidence-based picture of where a mining or earthmoving business is actually losing time, money and capacity. Not where it’s assumed to be losing it.
Typically covers: cycle times and utilisation, maintenance and downtime patterns, contract and margin performance, decision bottlenecks between site and head office.
Outcome: a clear, evidenced list of what’s costing you — ranked by size, not by who shouted loudest about it.
PEOPLE — Develop
Finding the waste is the easy part. Removing it permanently depends on whether the people running the operation can see it too — and know what to do about it.
ZeroEver works directly with site leaders, supervisors and crews to build the capability to run continuous improvement themselves: reading the numbers, running the toolbox conversations, holding the standard once the consultant has left.
Typically covers: leadership coaching for site and operations managers, structured problem-solving training for supervisors and crews, succession and capability planning.
Outcome: a team that owns the improvement, instead of one that waits for the next audit.
HELP — Strategy & go to market
The final discipline turns diagnosis and capability into a business that performs — and wins more of the right work.
This covers operational streamlining (removing the process waste identified in the SEE phase), and go-to-market strategy — sharpening how the business presents itself, prices its work and pursues the contracts worth having.
Typically covers: process redesign and standard work, tender and pricing strategy, best-practice replication across multiple sites or business units.
Outcome: a leaner operation with a sharper strategy for winning work — and a documented method so the next site or contract doesn’t start from zero.
Run in sequence, or run together, depending on where your business is today. The conversation starts with a straightforward question: where do you think the waste is, and how sure are you?
