Mining Production Process Innovation - critical Success Factors to Intersystem Innovation at Jwaneng Mine, Botswana (original) (raw)
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IJERT-Mine Productivity Issues: A Case Study of Mopani Mindola Subvertical Mine, Zambia
International Journal of Engineering Research & Technology (IJERT), 2020
https://www.ijert.org/mine-productivity-issues-a-case-study-of-mopani-mindola-subvertical-mine-zambia https://www.ijert.org/research/mine-productivity-issues-a-case-study-of-mopani-mindola-subvertical-mine-zambia-IJERTV9IS040299.pdf Global mine productivity issues are of high importance in mining industry and thus, every single effort must be put in place at every mining stage if continuity flow of ore and profitability is to be achieved. Globally mine productivity issues cause production hitches as shown by failure in meeting production targets in the mines. The major global mine productivity problems that lead to instability in sustainable ore production are drilling, stoping, ventilation systems, blasting, rock fragmentation, dilution, haul road /rail track maintenance, ore handling and equipment maintenance. The objective of the paper was to review Mindola subvertical mine (MSV) productivity issues that lead to ore production shortfalls, and to compare with global standards. The study was based on the data collected at MSV mine site through underground field visits, verbal deliberations with personnel in different departments of the mine who shaded more light on the productivity and production activities based on the historical records and experiences. Furthermore, other information pertaining to the same came from: Journals, Mining magazines, Internet, Text books, and Stake holders. Data was then outlined, interpreted and analysed. The study concluded that in order to improve MSV productivity and production, firstly, supervision of operations and maintenance needs to be well optimised, secondly, technology innovations and enhancement are vital and, thirdly, efficient implementation of strategic and tactical plans is necessary.
Journal of the Southern African Institute of Mining and Metallurgy/Journal of the South African Institute of Mining and Metallurgy, 2024
The mining industry has yet to fully accept and embrace the strategic role of technology and innovation in successful business planning and execution. In this study, we empirically determine the factors that influence acceptance of technology solutions in the mining industry in South Africa, assess critical success factors influencing adoption of advanced technology in the South African mining industry, and explore challenges faced by the mining industry in South Africa in adopting advanced technology in its operations. Thematic content analysis is employed in the data analysis. Results show that critical success factors to the adoption of mining technology include learning culture, knowledge sharing, high labour costs, and behaviour of other firms in the industry; commonly identified challenges include inadequate engagement with external stakeholders, uncertainties, the cyclical nature of the sector, and high risk related to the adoption of unproven technology and performance systems focused on volumetric production. The study encourages mining companies to implement usage of technology. This can be properly done through regular engagement with the Minerals Council South Africa.
Challenges in Mining Industry and Addressing through Research and Innovation
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Indian economy is growing at a fast pace and the mining industry has to support the supply of minerals, metals and energy to sustain the growth rate. A plan needs to be devised which address issues raised by steep production demands as current system will be unable to provide solutions. Integration of various components of mining like innovative technology, instrumentation, data analysis, suitable changes in curriculum of academia and training facilities etc. are needed to meet the challenges. A system approach with participation of all stake holders is needed wherein every component is converted to a state of art unit so as to provide solutions to problems in their respective domains. Mining industry, service providers like machinery and explosive manufacturers, R & D institutions and academia has to work in harmony to achieve the goals.
Causes and Effects of a Lack of Innovation in Mining Projects
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This study aimed to critically examine how mining projects are impacted by a lack of innovation. The advent and increase in global technological breakthroughs have resulted in the need for businesses to adopt technological advancement to improve production processes. Consequently, projects in the mining sector are not spared as their finite nature increases their pressure to maintain a going concern in mining operations whilst remaining profitable and sustainable. A quantitative study was conducted using a pre-developed questionnaire to establish the causes and effects of the lack of innovation in mining projects of a South African platinum mine. A sample of 107 respondents was selected using stratified sampling of low, middle and top management. The collected quantitative data was analysed using SPSS 20 to generate descriptive statistics. The results show that the shortage of financial resources, technical skills and resistance to change are key reasons associated with the lack of innovation in mining projects. The lack of financial resources is a major reason for mining projects' struggle to uptaking technological innovation. Mining projects innovative drive is mostly underfunded and under-resourced due to financial return uncertainty that surrounds the uptake of new ideas. Consequently, the absence of innovation results in a lack of new products, a lack of competitiveness, low profitability, and a lack of growth in the mining business. This study contributes to the body of knowledge as it explores the causes and effects of innovation and lack thereof within the mining sector and also advances the theory regarding mining innovation. The study gives suggestions for researchers and management on how to improve innovation in mining projects.
The socio-economic effects of mechanising and/or modernising hard rock mines in South Africa
South African Journal of Economic and Management Sciences, 2018
Background and context The mining industry is an important contributor to the current and future economy of the Republic of South Africa (RSA). The estimated economic value of the mineral reserves in the country is about $2.5 trillion (Mining Weekly 2016). The country has about 90% of known platinum group metals (PGMs) reserves in the world and has supplied over 10% of all the gold in the world (Department of Minerals and Energy 2009). The mining industry directly contributes about 8% of the country's gross domestic product (GDP) and this contribution can be as high as 17% if indirect and induced effects are added. The gold and PGM mining companies (hard rock mines) contribute about 30% of the total mining contribution to the GDP. Furthermore, the industry directly employs about 462 000 people (Chamber of Mines 2014), and an additional 800 000 people are employed indirectly by the industry, namely mining-dependent subsector industries (Chamber of Mines 2014). A study in 2008 estimated that every mine worker employed in the mines has 10 other people who are financially dependent on their employment (Chamber of Mines 2009). All these facts indicate that the mining industry plays a significant role in both the economic status and socioeconomic status of the country. However, there is a general perception that the current conventional method of hard rock mining in RSA is unsustainable. The current conventional mining methodology is deemed unsustainable due to rising labour costs, weak metal prices, occupational health and safety concerns and low productivity levels. Modernisation of mines in the form of mechanisation has the potential to improve the competitiveness, health and safety and profitability issues within the mining industry in RSA. Most mining companies in RSA are already implementing their mechanisation plans and most mines will be mechanised in the next decade. The improvements that come with mechanisation will have varying impacts on different stakeholders. On a short-term basis, mechanisation Background and aim: This article aims to explore stakeholders' views on the potential effects of modernising hard rock mines in South Africa. Methods: This objective was achieved through eliciting and bringing together the views of different stakeholders. Different stakeholders were interviewed using qualitative research methodologies. The sample demographics were fairly representative and ranged from operators to executives and from employee to employer representatives. The main form of data collection was one-on-one face-to-face interviews. Results: One of the major findings of this research is that stakeholders have different levels of understanding of mechanisation and modernisation. The levels of understanding were found to be proportional to the levels of education. Conclusion: There seems to be general support for mechanisation and modernisation among the participants. The identified socioeconomic challenges and benefits were relatively similar and aligned among participants. The main difference, however, pertained to the depth and scope of the problem or opportunity as perceived by different participants. Interviewees were also unanimous in identifying the social-economic benefits of mechanisation; these were in line with those identified in the literature, namely benefits in occupational health and safety issues, efficiency, costs and improved life of mines. Furthermore, participants viewed mechanisation and modernisation as an opportunity to reskill themselves and to improve operations and quality of life. More importantly, stakeholders seemed to share a common vision and interest of the future; as such, they were able to see beyond their constituencies and interests.
Third International Future Mining Conference
2015
Attractive mining workplaces are good, safe and healthy workplaces. They are also workplaces that the workforce of the future wants to work in. As skilled miners and engineers are already scarce, this is important both for today and for the future. But future of mining will also be subject to increased international competition. In attempting to become more competitive, many mining companies turn to rationalisation, looking to both rationalise their production and organisation, as well as to optimise their processes. Work organisation is important in both rationalisation and providing attractive mining work. Therefore, a Lean Production philosophy is investigated for the organisation of future mines. The aim of this paper is to investigate to what extent Lean Production can be used to organise for attractive mining. To do so, it first need to be defined what attractive mining work is and to what degree it can be influenced by work organisation. A short insight into the production co...
IJERT-Global Mine Productivity Issues: A Review
International Journal of Engineering Research & Technology (IJERT), 2020
https://www.ijert.org/global-mine-productivity-issues-a-review https://www.ijert.org/research/global-mine-productivity-issues-a-review-IJERTV9IS050071.pdf Global mine productivity issues are of high importance in mining industry and thus, every single effort must be put in place at every mining stage if continuity flow of ore and profitability is to be achieved. Globally mine productivity issues cause production hitches as shown by failure in meeting production targets in the mines. The major global mine productivity problems that lead to instability in sustainable ore production are drilling, stoping, ventilation systems, blasting, rock fragmentation, dilution, haul road /rail track maintenance, ore handling and equipment maintenance. The objective of the paper was to review these mine productivity issues that lead to ore production shortfalls. The study concluded that in order to improve productivity and production, firstly, supervision of operations and maintenance needs to be well optimised, secondly, technology innovations and enhancement are vital and, thirdly, efficient implementation of strategic and tactical plans is necessary.
Sustainable Open Pit Mining and Technical Systems: Concept, Principles, and Indicators
Sustainability, 2021
Sustainability of the open pit mining and technical system (MTS) is one of its key goals in the changing conditions of the external and internal environment. All MTS’s subsystems must function in concert to achieve this goal. The structure of the MTS is formed by many subsystems and elements, which are evaluated by a significant number of indicators. A comprehensive assessment of the MTS for all possible indicators is a complex and time-consuming task. However, each subsystem and element of the MTS has a different effect on the sustainability of this system. The MTS’s parameters change significantly during transition periods, for example, at a new stage of open-pit mining or when switching to an open-underground method of developing mineral deposits. The MTS’s sustainability declines during the transition periods. Changes in the parameters of technological processes during these periods can have a negative impact on the state of the economic and social subsystems of mining enterprises, as well as on the environment. Ensuring the sustainability of an MTS during transition periods requires the development of new approaches and principles for managing the work of mining enterprises, based on the alignment of economic goals, with goals in the field of ecology and social development. The study substantiates the key role of one of the MTS subsystems—the opening-up of an opencast system (OOS). It is shown that this system has a decisive influence on sustainable functioning and development. The systematization of the principles of sustainable functioning and development of mining enterprises and its systems has been carried out. Four groups of principles are distinguished: system-wide principles of management, principles of development of mining enterprises, principles of MTS development, and principles of the MTS’s subsystem development. The proposed system of principles is based on the idea of a sequential transformation of the subsystems at all stages of design and operation. A feature of the proposal system of principles is the consideration of economic, social, and environmental aspects to ensure the specified parameters for the sustainable functioning and development of mining enterprises. The results of the analysis of the factors of the external and internal environment of the MTS are presented. The parameters and indicators for assessing the sustainability of OOS and MTSs were selected and substantiated. The justified parameters and indicators were ranked using the fuzzy Analytic Hierarchy Process (AHP). The results of the assessment showed a high convergence of expert opinions on a group of economic parameters, which were rather high in technical and technological parameters. However, there is a divergence of expert opinions on social and environmental parameters. As a result of the study, it was concluded that the current management decisions are aimed at ensuring the economic and technological sustainability of MTS functioning, while achieving the goals of sustainable development of this system is not ensured. The methodology developed and presented in the study can be used to assess the sustainability of the functioning and development of MTSs.
Ultimately, Managing Mineral Resources Requires Achieving Zero Accidents and Minimal Costs
The growing demands of the communications, electromobility, and green energy sectors present significant business opportunities for the mining industry. The critical success factors include operational excellence, intelligent mining, and environmental certification-precisely, the domains of Mining 4.0. Mining 4.0 represents green mining with enhanced productivity and profitability due to technological advancements. Green mining is not just the future, but a reality in the present. Firstly, operational excellence presupposes zero fatalities. Fatal accidents are not just regrettable, but unacceptable. Eradicating them is an outstanding ethical obligation. Secondly, intelligent mining is built upon data science. However, data utilization generated by digital 3.0 systems, such as Dispatch in mines or PI in plants, is less than 5%. Some even argue that it's less than 1%. Finally, environmental certification serves as an eco-guarantee for the traceability of operational management. In summary, the traditional approach of "how we do it" is no longer sufficient to operate in the Mining 4.0 landscape. Innovation is crucial when the current methods are not enough to venture into new territories and paradigms. Innovation acts as a bridge to "how we should do it." Mineral resource business management focuses on the effectiveness of transforming mineral resources into commercial products. It involves comparing the current approach of "how we do it" to the ideal approach of "how we should do it" and assessing the value added. The more similar these approaches, the greater the effectiveness. The mine and the plant serve as the primary points of observation and action, and their value-added potential will be maximized when the leakage points of production capacity are minimized. As will be shown, this implies zero accidents and minimal costs. As a result, minimizing these leakage points must be the organization's common goal, as it is the most effective way to build the "how we should do it" approach. This methodology will be recognized as Mining 4.0. What is required for the future of mineral resource business management? Learning, innovation, and digital transformation-the only domains that make the future different. Learning fosters observation capabilities that did not exist before. Innovation involves the design of new practices. Digital transformation encompasses datafication, digitization, and interoperability. These elements are at the very core of mineral resource business management today. Let's discuss this further.