ANDREW Okely from Outotec has outlined six strategies which minerals and ore processing plant managers can use to maintain capacity in the stormy financial climate.
Plant operators are battening down the hatches, cutting costs and waiting for the market turbulence to subside. At such a time, savvy managers will be checking, controlling and analysing the full supply chain both up- and downstream, optimising productivity and minimising costs.
Such a task will require some investments, but if done properly, the savings will outweigh the outlay.
The first strategy is to ensure wear items use the latest technology. Most manufacturers constantly improve their technology. Manufacturers are driven to extend the life of wear parts to prevent the use of pirate parts.
Additionally, new technology from the manufacturers can increase efficiencies, especially in power consumption and metallurgical recovery. Outotec, for example, has an improved FloatForce mixing mechanism which is said to offer potential power savings of up to 20% and optimised metallurgical performance over old units.
In many cases, upgrading to the latest design when changing out wear items can provide improvements in operating costs far beyond the cost of the component.
The second strategy is to review the concentrator set-up to ensure it fits the present ore type and throughput requirements.
The fluctuating commodity market could lead to a change in mining strategies. The mix of grades could change, or a higher or lower throughput could be required. A mistake many operators make is in neglecting to change the concentrator set-up to fit these new strategies.
In many cases, the original designers could be called in to advise on changes. If a significant change is needed, generate a new mass balance and compare it to the original design criteria.
The third strategy concerns training. The current economic climate means less staff turnover and a reduced workforce. Ensure all operators and maintenance staff are well-trained on the technology in the facility. A competent and skilled workforce can improve throughput and recovery, and minimise maintenance.
The fourth strategy is to effectively manage spare parts. When concerned with cutting costs, it is important to know exactly what parts are on site, what they are for, and where and when to source replacement in a timely manner. Ensure the spare parts list is up-to-date.
When margins are thin, freighting in parts for an emergency shutdown could be disastrous. It is also important to know what parts are imported, given the feeble state of the Australian dollar.
Strategy five is to talk to technology partners. Tap into the expertise and knowledge of manufacturers and designers. These people have the key competencies and best advice on how to optimise operations. The insider knowledge could be very useful.
The final strategy is to not panic. Sudden changes can lead to hurried decisions made without consulting all sources of information. Decisions should be talked through with the workforce, industry contacts, suppliers and technology partners, for a complete picture of how to improve efficiencies in order to survive the current crisis.
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