Our client, a leading corporation in the oil and gas industry, faced a critical need to reduce production costs by streamlining energy expenditures. This included managing costs related to various energy sources such as purchased electricity, self-generated electricity, natural gas, and heat. Additionally, the client aimed to improve energy efficiency, lower carbon dioxide emissions, and subsequently reduce associated regulatory costs.

To address these challenges, we implemented a comprehensive Energy Efficiency and Carbon Footprint Management System that aligns seamlessly with ISO 50001 standards. This advanced system provided our client with real-time, granular insights into energy consumption across all operations and divisions. The benefits were twofold:

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• Enhanced Responsiveness: The system allowed for quicker identification of deviations in energy usage, enabling automated scheduling of corrective actions.
• Strategic Decision-Making: By revealing previously unnoticed opportunities for energy optimization, the system significantly improved the quality of management decisions while concurrently lowering energy- related expenses.

Within the first year of employing this system, the client achieved notable results:

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• A 5.6% reduction in Equivalent Energy Use (EEU).
• In subsequent years, sustained EEU reduction rates of 4-5% per annum.
• A substantial 16% decrease in overall CO2 emissions.
• A 27% reduction in energy efficiency-related regulatory fines.

One of the biggest players in the oil and gas industry has kicked off a new initiative aimed at cutting costs. They're focusing on reducing unexpected repair bills, minimizing unscheduled downtime, and bringing down the overall expenses for technical maintenance and fixes.

The RealMaint Workplace Automation System effectively addressed the client's challenges. The system provided reliable asset analysis and automated the creation of optimal maintenance and repair schedules, considering technological, financial, and resource constraints. Internationally recognized methodologies such as RCM, FMEA/FMECA, RCA, and PLA were utilized, along with proprietary techniques.

By rolling out this system and crafting tailored repair strategies across all departments, we've achieved some remarkable outcomes, such as:

A substantial 27% cut in the cost of tech maintenance and repairs.

A 15% drop in equipment downtime.

A remarkable 25% decrease in unplanned outages.

A major electrical utility company aimed to eliminate workplace injuries and reduce operational costs for its field maintenance teams.

The FSM AR.one system has become a reliable and user-friendly tool for the client in managing their field maintenance teams. The system features a web application for dispatchers and a mobile application for field technicians. The web application allows dispatchers to create job cards and assign technicians. Each job card includes a detailed workflow, photo prompts, equipment data, and mandatory photo or video confirmations for each step. The mobile application, compatible with Android devices or augmented reality glasses, instantly provides the technician with complete guidance for completing the task. If needed, the technician can video consult with a remote expert, who sees exactly what the technician sees and can adjust their actions accordingly. All job reports are automatically generated.

The system helped the client achieve zero workplace injuries and cut production accident costs by 47%. Travel expenses were reduced by 27% due to remote expert support, and service contract costs with equipment manufacturers decreased by 8%.

The company faced significant challenges. It lacked a global strategy, and each department worked in isolation. There was no clear understanding of what was going wrong, and key business drivers such as cost, production, and safety were not properly addressed.

To tackle these challenges, Orios Conseil launched a transformation initiative aimed at aligning the company with its corporate ambition to become a leading gold producer in the top 25% of the industry. The implemented Cost and Revenue Drivers Tree helped pinpoint key performance indicators, focusing primarily on mining operations. Barriers to enhanced performance were found in areas such as compliance with the Mining Plan, effective utilization of the mining fleet, and employee morale. Detailed analysis revealed issues such as material shortages due to deviations from the plan, suboptimal use of mining fleet time during tasks like spotting, shift changes, and breaks, which were further exacerbated by employee absenteeism. This underscored the crucial importance of keeping employees motivated.

In 2018, cash flow experienced a notable increase of $26M USD. The following year, 2019, saw this uptick escalate to an impressive $30M USD. Key factors contributing to this success were:

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• Improved utilization and productivity of the mining fleet, which saw an 18% year-on-year increase.
• A 14% boost in the availability of mining equipment.
• A 21% reduction in maintenance cost per ton mined.
• Employee engagement and happiness levels rose by 24%

The international mining operation faced low productivity from its fleet due to poor performance. Limited analytical tools prevented comprehensive issue analysis, as essential data was stuck in the dispatch system without any visual representation. Additionally, the team had a poor understanding of Overall Equipment Efficiency (OEE) and lacked a systematic approach to resolving performance issues.

We used Microsoft Power BI to analyze data from Mining Dispatch systems, making it easier for everyone involved—from operators to site managers—to understand key insights. This helped us create efficient workflows, including regular reviews, reports, and meetings, to make quick decisions when necessary. At the same time, our expert teams at Orios tackled challenges like road conditions and equipment fine-tuning to ensure our fleet performed at its best.

Streamlined truck allocation to minimize wait times for excavators and trucks leading to:

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• 9% increase in the utilization of excavators and a 5% increase in the utilization of trucks, simultaneously.
• 10% improvement of daily Mining production.

Argentina's leading mining site, in a mature stage of operation, faced economic turbulence and currency-related supplier challenges, necessitating holistic improvements.

The core idea was to empower workers in crucial roles by giving them the right knowledge and tools for ongoing improvements. We trained 600 staff members across Mining, Processing, Maintenance, and Health & Safety in Lean 6 Sigma, from beginners to more advanced levels. A special team of 16 advanced trainees was formed to spearhead efficiency-boosting projects. Through workshops, we launched 252 projects, with 20 key ones getting extra attention and support from our experts.

• 600 workers taught to be ongoing betterment leaders
• Over 250 suggestions given and turned into plans
• Better safety numbers (10% fewer injuries; digital checks and risk maps in all high-risk spots)
• Better upkeep numbers (50% quicker spare part arrival, 15% less time on repairs)