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By S Matos Camacho, K G. van den Boogaart, R Tolosana Delgado, U Mueller

"The precise formulation of a geometallurgical optimisation problem is by necessity a simplification of reality. It includes implicit choices such as data availability or mining block geometry. Additional data can be orebody data, production data or market data. Often these choices are predetermined by the software, the workflow or the corporate culture, and as such are not even queried. There are several aspects that might play a role in the optimisation. They include not only the spatial model on which the selection of mining blocks and the potential mining sequence are based, but also the complexity of the processing model, the way in which uncertainty is treated, the scope of responsibility and the complexity of the model. In addition the timing of the optimisation and the availability (or lack thereof) of information will influence the outcome of any optimisation.We show that different modelling choices and different model formulations for the same mine can lead to very different processing choices, substantially different net present values (NPV), opposite investment decisions and so to overall different values for the entire operation. The selection of adequate simplifications and corresponding formulations for the optimisation problem is thus an important task in itself.For this purpose we introduce a method for quantifying the impact of certain simplifications prior to the optimisation. For example, the effect of mining block choices depends mainly on the spatial structure and the structure of the processing gain function. Both can be quantified beforehand. Based on the outcome, appropriate simplifications can be selected for the geometallurgical optimisation.CITATION:van den Boogaart, K G, Tolosana Delgado, R, Mueller, U and Matos Camacho, S, 2016. How Details of the Geometallurgical Optimisation Influence Overall Value, in Proceedings The Third AusIMM International Geometallurgy Conference (GeoMet) 2016, pp 303–312 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 15, 2016

By P W. Cleary, G K. Robinson, M D. Sinnott

Discrete element modelling (DEM) is a research tool that involves numerically solving the equations of motion of large numbers of particles. It can be very useful for investigating mechanisms that can lead to bias when extracting samples from material as it is carried on a conveyor belt or as it falls from the end of a conveyor belt. DEM is more realistic than conceptual models and mathematical models; but it is not as realistic as physical experimentation. Its primary advantages over physical experimentation are that it is cheaper and that it allows many factors to be varied while keeping other factors unchanged.This paper reviews our investigations of the performance of sampling systems by using DEM. The sampling systems investigated include falling-stream cutters, cross-belt cutters, Vezins and a device called a ætrue-beltÆ cutter, which is being developed. The purpose of the review is to explain what DEM has contributed to the theory and practice of sampling, and to indicate what it is likely to be able to contribute in the future.CITATION:Robinson, G K, Cleary, P W and Sinnott, M D, 2012. How discrete element modelling is influencing the theory and practice of sampling, in Proceedings Sampling 2012 , pp 15-20 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 21, 2012

By W Kendall

Ore sorting has the potential to reduce the feed to wet plants and in the case of complex orebodies that can significantly reduce the water, energy and reagent consumptions and resulting operating costs for the project. The application of ore sorters has sparked renewed interest and application in the precious and base metals mining industry in recent years as a result of the continuing development of new sensing technology and very fast information processing that is making ore sorters applicable to a much wider range of ores and larger scale operations. The application of ore sorters involves a range of trade-off decisions that have economic impact upon the benefits of ores sorting to the project under consideration. This paper will present some typical trade offs to be considered and their impact in a particular project setting. CITATION: Kendall, W, 2018. How economics drive the application of ore sorting, in Proceedings Complex Orebodies Conference 2018, pp 24–27 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 21, 2018

By J Kwiri, T Zvarivadza, R Mitra, F Cawood

It is crucial to record ground movement of any magnitude to enable the safe and economical design of excavations and infrastructure. The DigiMine Laboratory is equipped with technologies to record such movements. This paper analyses the effectiveness of the Digital Mine instrumentation in recording earth movements in light of the Botswanan earthquake which occurred on the 3rd of April 2017 at 17:40 UTC. Recordings from the Digital Mine are compared with other ground sensing technologies which also captured the event (USGS and GEOFON systems). USGS and GEOFON system’s recordings suggest that, there are a number of possible mechanisms that could have resulted in the earthquake as discussed in the paper. Compared to the USGS and GEOFON systems, DigiMine system could not provide an analysis that could give possible source mechanisms. However, the system’s success in recording the Botswanan earthquake, is an indication that the system works and can be further developed or improved. For a comprehensive analysis, more data from various sensors needs to be collected. For example, DigiMine connecting to the national seismic monitoring system or to the local mine’s seismic monitoring system. Such connections will enable the development of a better self-analysis system and possibly prediction of future events. More importantly, it will contribute to better understanding of regional seismicity and its potential impact on excavation design. CITATION:Kwiri, J, Zvarivadza, T, Cawood, F and Mitra, R, 2018. How efficient is DigiMine technology in recording earth movements? A look at the Botswanan earthquake, in Proceedings The Fourth Australasian Ground Control in Mining Conference (AusRock), pp 414–419 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 30, 2018

By J Pearce, R Ramanathan

hortly after the World Health Organization declared COVID-19 a pandemic, the words ‘social distancing’ entered the global lexicon. The effects on the public of social distancing, lockdowns and travel bans are well documented. They also present unique challenges to the mining industry. For Hexagon’s Mining division, this posed a significant challenge. We have built our business – our reputation – on regional, customer-focused service and support. True to Hexagon’s values of being professional, engaged and customer-focused, we innovated to overcome the distance dilemma. Making automation a reality for our customers by implementing and supporting technology projects from a distance has helped deepen partnerships by making it easier to tap into our global experts’ knowledge. For example: • Body cameras were at the heart of a successful safety installation at a mine in Ghana. Despite the pandemic lockdown preventing travel by our South Africa staff into Ghana, the project was completed with minimal delays. • Traditionally, implementation and training for our Blast Movement Technology solution is done physically at the mine site. With COVID-19 travel restrictions in place, we have developed and successfully employed a remote deployment methodology. • Using RealWearTM headsets in the field and utilising the knowledge management platform from HINDSITE, Hexagon workshop technicians have been able to support hardware repairs in local offices, which once would have been undertaken in our overseas offices. • The same headset is being utilised to provide clients with remote mentoring sessions by our skilled team members who are based in our regional locations and unable to travel to their site without extensive quarantine commitments. • In instances where our team members have had to travel to site, we have provided consumer technology such as VR headsets to help them cope with long periods of quarantine to and from site. Post-pandemic, Hexagon will continue to refine and improve this method of working. INTRODUCTION Shortly after the World Health Organization (WHO) declared COVID-19 (COVID) a pandemic, the words ‘social distancing’ entered the global lexicon. As governments, healthcare organisations and the public scrambled to respond to the crisis, one thing became abundantly clear: isolation was and, for most of us, still is the key to maintaining our health. Hexagon, a leader in sensor, software and autonomous solutions, was well positioned to pivot and assist in the global response to the crisis. From simulations of the effects of social distancing to mapping the spread of COVID in real time, to drone technology delivering COVID tests, to providing communities with transparent geospatial information, Hexagon solutions continue to help ensure that innovation is readily available to those who need it most during uncertain times. The effects on the public of social distancing, lockdowns and travel bans are well documented. They also present unique challenges to the mining industry.

Jun 22, 2022

The Key Issues - An Overview Minerals industry needs Mining companies want technologies which are ò cost-effective, ò high likelihood of delivery (ie transfer existing technologies from other industries), ò highly useable, ò an evolutionary rather than revolutionary approach, and ò to be developed in partnership with the mine, supply groups and researchers, For example, `soft' systems for information collection to better manage the mining process rather than mechanical systems.

Jan 1, 1997

By J Ross

The foundation of effective leadership is communication. You can have all the leadership theories, models and training you want, but in the end it is all about leaders talking to, listening to and understanding the point of view of those below and above them.The foundation of effective safety is peoples’ behaviours. Every incident, every near miss and every safe act comes down to what one person does and how that affects themselves and others. We tend to focus these behavioural considerations on the people at the ‘coal face’, those most in harm’s way. But it is the individual behaviours of everyone in the organisation, particularly those at the top, which are just as (if not more) important. The foundation of effective safety leadership in the mining industry is that it starts at the top, with the individual behaviours of leaders. The behaviours of each and every leader will be reflected in their teams. And where their teams are made up of leaders, these leaders will pass these behaviours on to their teams and so on. It’s the sum total of what people see their leaders do and what they do as a result, that creates the ‘culture’ of the business – and it’s this culture that makes or breaks how safely people work.

Mar 21, 2011

By E T. Baker, J A. Resing, S L. Walker, V Ferrini, F Martinez, R Haymon

"An EXTENDED ABSTRACT is available for download. A full-length paper was not prepared for this presentation. Enumerating active sea floor hydrothermal sites has been a challenge since their discovery almost 40 years ago. High-temperature hydrothermal sites are readily discoverable, primarily by detecting mineral-laden plumes, but working at these sites poses severe environmental and operational difficulties. Low-temperature vent fields, which may represent waning of venting from high-temperature systems, may be more accessible but are more difficult to locate. Over the last decade, however, oxidation-reduction potential (ORP; aka Eh) sensors capable of detecting minute concentrations of reduced hydrothermal chemicals have been successfully used to pinpoint such fields. In this extended abstract, we use ORP anomalies observed during continuous (towed sensor) plume surveys to estimate site frequency along four intermediate- to fast-spreading ridge sections. From these data, we estimate site frequencies between five and 16/100 km for these ridge sections. Previous camera surveys on the fast-spreading East Pacific Rise support these frequencies. These rates are much greater than the frequency of ~0.5–5/100 km, generally increasing with spreading rate, derived from well-surveyed ridge sections in the InterRidge database (InterRidge, 2014). The higher frequencies arise because ORP sensors are able to distinguish between sites as close as ~1 km and identify sites with negligible or no optical plume signal.CITATION:Baker, E T, Resing, J A, Martinez, F, Haymon, R, Walker, S L and Ferrini, V, 2015. How leaky are oceanic ridge axes? A new assessment of the spatial density of submarine hydrothermal discharge, in Proceedings PACRIM 2015 Congress, pp 3–8 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 18, 2015

By G Lumley

Gold miners have been underperforming the price of gold for a number of years. So why has the æmarketÆ undervalued our gold miners relative to what they have been mining? The low valuation ascribed to gold mining companies is largely attributable to their profit performance. In the period since 2006 the price of gold in A$ has risen about $900/oz, but the real cash margin (operating cash costs + cost of finding and/or acquiring deposits + the cost of bringing them into production) has only risen about A$100. Rising operating costs are a major part of this reduction in real margin. Energy and labour costs have risen more than the inflation rates across a number of countries as have taxes, royalties, etc. There are however, more significant contributors to the rising cost base. Firstly, in 2006 the average gold grade was 2.0 g/t; today it is 1.3 g/t. Secondly, strip ratios (for surface mines) have increased by 19 per cent during this time. Open cut mining equipment unit output across the world has dropped by 26 per cent during 2006 - 2012. Finally, costs have risen by 55 per cent during this time period. Consequently, there is now 3.8 times more mining cost required to produce an ounce of gold from surface mines compared with 2006. The decline in gold grade looks to be a permanent trend as does increasing strip ratio if output is to be maintained. Costs will continue to rise although cost control will be necessary. Reversing the decline in equipment performance and closing the gap between median and best practice provides the hope for a sustainable reversal of cost increases. The current gap between best practice and median performance has grown to 112 per cent for mining trucks, 168 per cent for excavators and 169 per cent for front end loaders. Closing this gap is the potential for a more profitable future. For most gold mining companies improving mining efficiency is not an option; it is an imperative.CITATION:Lumley, G, 2013. How many gold mines will inefficiency kill?, in Proceedings World Gold 2013 , pp 267-276 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 26, 2013

In terms of tunnelling the mining industry is generally thought of as the crude cousin of the civil construction industry. Mining has tended to concentrate on speed and flexibility rather than the high standards required in civil tunnelling. Historically this difference has been based on the belief that such high standards were not required by the mining industry, they would slow down the development of the project and as a result increase the costs and extend the time period between start up and a positive cashflow.For civil works the construction of a tunnel is the project, for mining the construction of declines, crosscuts and drives are merely the means of accessing the orebody so that the real work can begin û MINING. Extraction of ore is the core business of most mining companies û it is what pays the bills.Though most mining companies have the equipment, the people, the knowledge and the ability to excavate tunnels, in the past mining companies did not appear to put the same energy into their tunnelling operations as they put into improving their ore extraction operations. In the past decade this appears to have changed, many mining companies now realise how important the correct excavation of a decline is to the success of the overall mining operation. They began to recognise that there were cost benefits to be gained in using the correct development techniques without overly sacrificing the benefits of speed and flexibility.This recognition also coincided with the growth of underground contractors whose predominant work was primary development (declines and ore access crosscuts and drives). The contractors again had the same knowledge, the same people, and similar equipment but their focus was different from that of the mining company û the contractors were focused on the development of the mine, the excavation of declines, crosscuts and drives. These deliverables were the contractorsÆ core business û itÆs what paid the bills.

Jan 1, 1999

By C Taylor, E Retz

Sequential Gaussian conditional simulation of wide-spaced exploration data has been completed in order to optimise a drilling grid at Fortescue’s Eliwana deposit. The aim of this drill grid is to improve the confidence in the Inferred Mineral Resource. A mineralised domain within the Joffre Member of the Brockman Iron Formation was selected to be tested as it makes up a large proportion of the Inferred Mineral Resource and is drilled at a reasonable spacing.One hundred realisations of Fe, SiO2 and Al2O3 grades were completed in the domain. Three realisations were selected for each analyte to represent the range of equiprobable values and a further realisation was selected to represent the truth data set. These realisations were used to flag theoretical drill holes on varying spacings and patterns. The theoretical drill holes were used to estimate into block models using ordinary kriging.These estimates were analysed and the accuracy and precision of each drill spacing was assessed. It was concluded that the greatest improvement in estimation results was noted at either a 100 m × 50 m or 50 m × 50 m spacing.CITATION:Taylor, C and Retz, E, 2015. How much do we need to drill?, in Proceedings Iron Ore 2015, pp 491–500 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 13, 2015

By Watson DF

Calculation of the amount of metal in an ore deposit or mining block should be approached by multiplication and integration of appropriate numerical manifolds describing the spatial distribution of the relevant variables, viz. grade, specific gravity and also thickness for bivariate data. Construction of a numerical manifold necessarily involves some form of interpolation but detailed characteristics of this are often not specified in various automatic methods, some of which even provide manifolds with discontinuities. A manifold used in calculations should describe in a geologically plausible way the spatial distribution of the variable of interest. Different approaches to the problem are discussed and compared. Particular computational inconsistencies emerge when "accumulation" is used as a variable in calculations of average grade. If an ore deposit is variable in relation to its sampling and especially if selection of mining blocks according to grade cut-off is a necessary operational decision, the biases introduced by accumulation methods can bring about serious problems of over-evaluation. Modern computational techniques make unnecessary the use of accumulations; because of potential inconsistencies it would seem unwise to use them in any ore reserve computation.

Jan 1, 1987

How Particles Stick to Bubbles - The Influence of pH and Hydrophobicity in Flotation

Sep 13, 2010

By M Pyle, R Ch, T Vizcarra, ramohan, G Lane, G Ballantyne

Preconcentration, through gravity separation (Wallace et al, 2015), magnetic separation and particle size (Clout, 2013), has been used in many historical projects to convert low grade material into ore. More recently, pre-concentration technologies such as bulk sorting (Kurth, 2017), screening (Bearman, 2014) and coarse particle flotation (Vollert et al, 2019) have also demonstrated their ability to progressively reject waste through the value chain. These technologies can not only deliver stepchange improvements to the economics of mining operations, but can transform the environmental and social aspects by minimising water and energy consumption and significantly reduce the quantity of fine tailings produced. However, implementing progressive waste rejection requires technologies and approaches to be combined and applied in the right way to capture the value. From a technical perspective, progressive waste rejection introduces challenges related to the orebody, equipment performance, engineering and understanding the value chain from the resource through to final product. From a management perspective, the key issues are related to people and processes, in particular; motivating the business, challenging the paradigms, and introducing new ways of operating within the constraint of existing management structures to manage risks and minimise lost opportunity costs. This combination of technical and management issues means that progressive waste rejection is a complex undertaking for mining companies, yet the reward for the business and other stakeholders is potentially high and should not be ignored. This paper presents how progressive waste rejection can offer step-change improvements to the business case for high and low grade greenfield and brownfield projects based on case studies completed by Ausenco. The paper then outlines different implementation approaches from concept studies to execution to address the various technical and management challenges outlined above.

Nov 10, 2020

By R Cannings, J Wallace, M McCamley

The mining industry continues to have major disasters (Bingham Canyon, Pike River, Upper Big Branch, Mount Polley and Samarco), which often have a devastating effect on the enterprise, in terms of personnel deaths and injuries, environmental destruction, and financial and reputational loss. These disasters are not imposed from outside the business or organisation, they are almost always a function of loss of control of the management of the organisation’s critical assets and processes that they contain or to which they are exposed.Asset integrity is discussed as an effective response to business risks in order to mitigate, control and recover from loss scenarios that could expose a mining operation to significant property damage and business interruption, or even total loss. Vital to this process is the identification and control of risks to critical assets. Components of a critical asset assurance program are presented for discussion.Formal risk assessment has a longer history in industries other than mining, eg petrochemical, nuclear, military, aviation and space industries. Risk assessment is a structured, proactive approach to understanding and improving risks, as opposed to a reactive ‘fix-it-when-it-breaks’ mentality. Risk assessment techniques were triggered by major public disasters, such as the Flixborough chemical plant disaster (1973), Three Mile Island nuclear plant event (1979) and others.Today, most industries see risk assessment as an inherent part of their business, but do mining sites capture business risks that are related to major loss scenarios, which could have a significant impact on the operation?Does your risk assessment process:- involve a team having the right skill set so that the discussion is both stimulated and technically sound?- use generic assessment when a site-specific assessment is needed?- fail to consider all possible outcomes, including maximum foreseeable loss (MFL)?- fail to identify all hazards and controls associated with a particular activity?- fail to monitor controls effectively?This paper addresses the issues identified by these questions and provides some direction for developing a risk management process where business risk associated with critical asset integrity is integrated with other business and safety and health risk processes to provide a robust method for managing your business. Case studies and common findings from critical asset failures are used to support the need to include critical asset assessments as part of business risk management processes.CITATION:Wallace, J, McCamley, M and Cannings, R, 2016. How robust are your asset integrity management processes? In Proceedings International Mine Management Conference, pp 53-64 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By Neville Rockhouse

This paper examines the interrelationship of conducting full risk assessments in the context of the coal mining industry and under the framework of the Health's Safety in Employment Act 1992. In the context of Occupational Health's Safety, Risk Management is a holistic management process that can be used by individuals working in all organisations and from all industries. The Australian New Zealand Standard 4360: 2004 defines a Risk as being; The chance of something happening that will have an impact on objectives. This definition is followed by several notes that include: a risk is often specified in terms of an event or circumstance and the consequences that may flow from it, risk is measured in terms of a combination of the consequences of an event and their likelihood, and risk may have a positive or negative impact. For the purposes of this paper, the above definition will be adopted. This paper examines the newly expanded approach of the fully documented risk management process in the New Zealand coal mining industry. This is done in the context of the coal mining regulations but more importantly by using the framework of the Health & Safety in Employment Act 1992. This legislation under Section 6 requires all employers to, Take all Practicable Steps to prevent harm coming to employees while at work and to others who might be at or in the vicinity of a workplace. When the term 'all practicable steps' is studied, one can clearly see that such steps should be the same steps taken that a prudent and reasonable person would have taken given the same type of circumstance. Due to the fact that in New Zealand parliament made statutes is administered by a Government Department, means that their breaches will be heard before a judge in the District Court. Under the Westminster System of Justice, a basic dictum of that court in matters relating the occupational health and safety is that a breach needs to be satisfied to a specific standard. That standard is, 'Beyond a reasonable Doubt'. One of the primary benefits of adopting a proactive approach to risk management is that if the industry were to adopt similar approaches, then this mythology could be seen as an industry standard. As such, the approach carries the same status in a court of law, as that of an Approved Code of Practice.

Jan 1, 2007

By S Strong, L I. Sanz Vivanco, T Brown

One of the most significant technical and practical challenges facing the tunnel construction team on the Legacy Way road tunnel project in Brisbane, Australia was how to erect the prestressed precast concrete slabs to form the smoke duct in the tunnel boring machine (TBM) tunnels.An essential part of the tunnel ventilation system, the smoke duct extends the full length of the 4.6 km-long twin two-lane tunnels. The vast majority of the tunnels (approximately 4.3 km) were constructed using two 12.4 m diameter double-shield TBMs. The refurbished Herrenknecht machines broke several world records on the way to completing the tunnel excavation works in just over nine months. With the excavation complete the focus turned to solving the complex civil tunnel fit-out challenges. A key component of the civil fit-out of the tunnels was constructing the smoke duct in the TBM tunnels, which was designed as a precast solution.The slabs, which each measure 8.62 m long × 2.0 m wide × 200 mm thick and weigh close to 9?t, need to be erected above cast in situ corbels whilst other tunnel finishing works continue. The space-proofing clearance offered by the design to the support corbels below and the precast segmental lining above was in the order of only 100 mm.This paper tells the story of how the Transcity Joint Venture (JV) tunnel fit-out team comprising some of Europe and Australia’s leading tunnel construction specialists drew upon the global strengths of the existing JV member companies and the global reach of leading TBM manufacturer Herrenknecht to develop an innovative system in solving this challenging problem. This globetrotting story, which starts in Australia, visits Europe and mainland China before returning to Brisbane where it all began.CITATION:Brown, T, Strong, S and Sanz Vivanco, L I, 2014. How the global experience and reach of tunnelling’s true multinationals helped solve a road tunnel fit-out challenge, in Proceedings 15th Australasian Tunnelling Conference 2014 , pp 507–512 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 17, 2014

By T Y. Dube

In this paper current net present value (NPV) based mine valuation techniques that take into account market and private risk are discussed and analysed. Potential pitfalls that arise from the application of a portfolio, market or commodity based risk metric to a mining project are identified. An alternative non-simulative framework for quantifying and factoring market and private risk in NPV calculations is proposed and then applied to a hypothetical case study in an attempt to overcome identified pitfalls. Mathematical proof that a static discounted cash flow (DCF) calculation can underestimate or overestimate mine NPV is presented, the conditions for each are outlined and the degree of underestimation defined.CITATION:Dube, T Y, 2012. How the use of market-based risk metrics can undervalue good mining projects and overvalue poor ones, in Proceedings Project Evaluation 2012 , pp 29-34 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 24, 2012

This paper presents results of the experiments carried out in Beth Energy No. 33 Mine for the purpose of alleviating problems associated with cutter roof. Cutter roof problems have delayed the advance of the entry development considerably and maintenance cost of these entries was very high due to the requirement of very extensive and heavy artificial supports. The study includes assessment of the problem, investigation of the geology and lithology of the mines, study of in-situ stresses and corrective measures to combat the problem. Two approaches were selected as the corrective measures: 1) implementing yield pillar concept in order to reduce the effects of in-situ horizontal stresses, 2) designing an effective roof reinforcement system and application procedure. Results of this study revealed that roof strata is weak and in-situ stresses are very high at the problem area which results in development of cutter roof. Implementation of yield pillar concept was found to be ineffective because cutter roof often developed at the entry face concurrent to the development. However, proper design and implementation of roof reinforcement system stabilized the roof and eliminated roof caving during both entry development and retreat of longwall face, despite existence of the cutter roof, at a much lower cost.

Jan 1, 1992

By A Chadwick, J de Ross, C Adams

Imagine a æshinyÆ new mine, $1 B in the bank and record commodity prices. So how does a company and its management team create enough tension to maximise profit and to establish a culture that can weather the good and bad times?That was exactly the situation the team at OZ MineralsÆ world class Prominent Hill mine in South Australia faced in 2009.Three years later, the harder times have come - lower though still healthy commodity prices, rising industry costs, fierce competition for talent, geological and technical issues (common to developing mines). However, the company was able to maximise profit during the good times and equip the culture to deal with the tougher times with minimal turnover.Through the combination of simple systems and processes, people development, application of commercial technical acumen and a combination of yin and yang leadership, OZ Minerals has achieved something quite rare - sustainable continuous improvement.The journey started with a vision. The EGM Operations created the æsparkÆ. The dream was to create a æfranchise mineÆ that could be rolled out to new mines and acquisitions as the company grew. However, the real leadership came from his lieutenants who provided the important yin and yang. The GM commercial provided the tools, processes, systems and the bottom line focus. The GM operations focused on culture, leadership, training and sustainability. This powerful combination (along with some good old persistence) was able to create the critical mass required to make continuous improvement go æviralÆ.This paper explores this unique case to uncover the essential ingredients that were created and mixed together. It will touch on the key human, technical and system elements that helped achieve significant improvements in plant recoveries, mine throughput and operational efficiencies, while overcoming human capacity, geotechnical and contractual challenges.CITATION:de Ross, J, Chadwick, A and Adams, C, 2012. How to create a perfect storm, in Proceedings International Mine Management 2012, pp 239-250 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012