Engineering & Mining Journal

JUL 2019

Engineering and Mining Journal - Whether the market is copper, gold, nickel, iron ore, lead/zinc, PGM, diamonds or other commodities, E&MJ takes the lead in projecting trends, following development and reporting on the most efficient operating pr

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Page 50 of 67

JULY 2019 • E&MJ 49 OPERATING STRATEGIES used to determine if certain tools or ma- terials should be located closer to the site of consumption. Shared Inventory Spreads the Costs More advanced inventory-logistics func- tionality may determine if certain long- lead time, high-cost parts can be part of a shared inventory across mine sites. A long lead-time item like a spare convey- or drive may be located at one of several mining sites or could be in a central fa- cility within reach of different mine sites. Either way, shared inventory will spread the money tied up in high-dollar spares across multiple sites. The right enterprise software will give each mine visibility of shared inventory, enabling one mine to pull from shared inventory and then trigger either a re- plenishment transaction, an internal de- pot repair process or both. That part or component is on hand and more rapidly available than if it were ordered from a supplier that may have to fabricate it to order and then ship it over long distances. Strong Financials for Public and Private Companies Mining companies need to not only real- ize value on capital investment, but pres- ent that value effectively. Many mining companies are publicly traded, and that means they need to meet the rigorous demands of the exchange, often consol- idating results in different regions across multiple currencies. Privately held mining companies face perhaps a greater challenge, as they need to present value in a forward-look- ing fashion to draw private investment required to make new capital invest- ments and start new projects. This re- quires a strong fi nancials package, and a project-based solution that can present a forward-looking view of the entire mining project lifecycle, from exploration and planning to decommissioning. Centralized Management in Decentralized Operations Mining operations are often geograph- ically dispersed, with active mine sites spanning different countries and poten- tial exploration projects dotting a rugged landscape. This creates two distinct chal- lenges—centralized management of dis- persed operations and decision support regarding potential exploration projects or mining starts in geographical context. However, these challenges can be ad- dressed by operational intelligence soft- ware like ERP or EAM systems. These systems are built around a stra- tegic business map, which defi nes the way that cost and value fl ow through the different parts of an organization. This graphical representation of the business captures the strategic roadmap to ensure company strategies are available to those who need it and will enable enhanced vis- ibility of key performance indicators. Operational intelligence connects peo- ple and processes throughout the organi- zation. Connected management cockpits can be created for asset managers, pro- cess managers, the CEO — anyone who needs to make decisions based on the lat- est insight. The real power of operational TAILINGS FLOTATION CELLS THICKENER UNDERFLOW CONCENTRATORS CENTRIFUGE AND CYCLONE FEED Series 5200 Control Pinch Valve Series D Slurry Knife Gate Valve Series DX Slurry Knife Gate Valve Series 75 Manual Pinch Valve | 412.279.0044 The Best Choice for the Toughest Mining Applications. Since 1953, Red Valve Company has been the world's leading manufacturer of slurry valves for the mining industry. Built to last, Red Valve products are the industry's first choice for isolation and modulating valves througout a mining operation. Our global representative network is ready to work with you.

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