Operations Excellence At Trail Operations A Review of Integrated Process Management 10 Years Later

The purpose of this paper is to analyze the current state of Integrated Process Management (IPM) at Teck Resources Trail Operations and recommend actions to re-implement IPM. IPM was implemented in 2001 to manage Trail Operation’s many complex and interdependent processes. Ten years later these production improvements have been lost and the IPM system is now considered ineffective by operations staff. Key issues include lack of training and education, a failed computer system, and high employee turnover. The opportunity cost in lost revenue over this time has been approximately $29.7 million dollars. The behaviours, systems and vision originally implemented in 2001 need to be resurrected and re-implemented in 2011 to achieve operations excellence for today and the future. The recommended implementation strategy includes a new computer system, education and training for all employees, development of a formal continuous improvement process, and re-implementation of IPM daily systems. Lastly, the paper will address the change management issues necessary for helping ensure that Trail Operations will accept and adopt the recommendations made in this paper.