The responsibilities of the client’s maintenance engineers (across all roles) was not aligned to job descriptions with significant variance in responsibilities between operating mine sites.

Business impact:

1. Frequent pay and role title disputes
2. Friction when transferring maintenanceengineers between sites
3. Significantly higher than averageturn-over when compared to other engineering disciplines
4. Role inconsistency was a barrier(identified as a key success factor) to benefit realisation from a newmaintenance management system and associated process changes

Historical context:

The client had deployed 4change programs over the previous 5-years to solve this problem without success prior to using Matae.

Identified challenges with previous programs:

1. Poor leader engagement “startedstrong and fell away quickly (after the programs were launched)”
2. No way to measure progress “wecouldn’t identify where (what sites) the issues were”
3. No way to pin-point site relatedbarriers “we couldn’t tailor our engagements or communications for employees orleaders, everything we did was generic and had to cover all possibilities”
4. No (leader) accountability

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