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PROCEMIN 2010
CONCENTRATOR MANAGEMENT
AND OPTIMIZATION
ROBERT DUNNE
Group Executive- Metallurgy
Lead Technical Advisor
Newmont Mining Corporation
Denver, USA
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Concentrator Management
QUOTE
There are no manuals or handbooks for budding mill
superintendents or process plant managers. Most who
obtain this level of responsibility have gained their trainingfrom watching the good and bad of their predecessors and
the successful ones have themselves graduated from the
school of hard knocks
R. Francis and G CooperManaging Mineral Processing Plants in Australia-Tips and
Pitfalls 2007
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TEN IMPORTANT ITEMS
FRANCIS AND COOPER
Assemble a good team
Staff retention
Provide regular performance reviews/ feedback
Be aware of the big picture Acting department roles
Managing upwards
Statutory and other responsibilities
Setting an example of pride and passion
Run effective meetings
Challenge the status quo
Working with other departments
The future-generation X and Y
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Three Important Things To Look After
FRANCIS AND COOPER
The People
The Plant
The Ore
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5Concentrate Management
Concentrator Management
What is required?
12/29/2010
People
Ore
Water
Consumables
Power
Maintenance
Parts
Concentrate
Bullion
Tailings
Water
Samples
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CONCENTRATOR MANAGEMENT AND OPTIMIZATION
BACKGROUND
In 2004 the metallurgical group of Newmont Australia Ltd
decided to develop a PLANT MANAGEMENT SYSTEM
as a means to help with onsite CONTINUOUS
IMPROVEMENT. The approach was to assess all aspects
of plant management using a SET OF STANDARDS and
comparing individual site performance against thestandards by means of a questionnaire. The
ASSESSMENT SYSTEM provides for a rating against the
standards and allows for either self or third party
assessment
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CONCENTRATOR MANAGEMENT
PURPOSE
The management system is a driver
for continuous improvement and is
based on an evaluation against a setof standards.
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STRUCTURE OF MANAGEMENT SYSTEM
Key Components (areas of focus)
Standards for each component
Assessment against the standards
Accountability of the process
Documentation and controls
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CONCENTRATOR MANAGEMENT
FOUR KEY AREAS OF FOCUS
1. Metallurgical Department Management
2. Metallurgical Performance
3. Metallurgical Accounting
4. Maintenance of the Process Facility
(not discussed in this presentation)
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CONCENTRATOR MANAGEMENT
OUTLINE OF STANDARD
Purpose of standards (guidelines)
Scope
Definitions
Standards details
Assessment
Accountability (metallurgical manager, mine manager)
Links to other corporate standards
Reference list
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4. ASSESSMENT
DISCUSS LATER IN THE
PRESENTATION
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CONCENTRATOR MANAGEMENT
DETAILS OF THE
INDIVIDUAL MANGEMENT COMPONENT
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CONCENTRATOR MANAGEMENT
1. METALLURGICAL DEPARTMENTAL MANAGEMENT
a. Health, Safety and Loss Prevention
b. Environmental Performance
c. Community Relations
d. Traininge. Business Planning Physical Production
Operating Costs
Capital Expenditure
f. Best Practice
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HIGH LEVEL CORPORATE STANDARDS
1a. Health , Safety & Loss Prevention (HSLP)(SOPS, JSAS, Permits, Training)
1b. Environmental Performance(Noise, Dust, Water, Energy, Tailings, Chemicals)
1c. Community Relations(Plant tours, school/university interaction)
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1e. TRAINING AND SUCESSION PLANS
PURPOSE
To increase the competency of the workforce (People arethe most important resource)
Organizational chart
Job description for each position
COMPENTENCE MATRIC FOR EACH LEVEL
TRAINING SCHEDULE
SUCESSION PLAN
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1e. BUSINESS PLANNING-
PHYSICAL PRODUCTION
Delivery of Ore Tons and Grade
Metallurgical department receives regular copies of the mine
production schedule that includes ore tonnage, ore type and ore
grades.
Plant availability
Maintenance schedule developed for annual production period
and adjustments are provided in a timely manner
LONG TERM PLANNING
Future ore test program (2 year plan)
(hardness, recovery, consumables)
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1e. BUSINESS PLANNING
OPERATING COST (Financial Planning)
Written procedures for determining consumableusage
Bulk consumable usage determined by changein stocks (calibration procedures)
Power usage (annual, peak loads etc)
Monitoring
1. Up to date analysis of major costelements (charts/trends)2. Monthly explanation of cost variances3. Fixed and variable costs analysis
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1e. BUSINESS PLANINING
CAPITAL EXPENDITURE
Schedule with expenditureestimates for equipment
replacement and process
improvement
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1f. BEST PRACTICES
No loss time injuries for last two years
No reportable injuries for the past year
No reportable environmental incidents in
the past two years Use of control charts to monitor
performance
Ore milled rate within 3 % of budget
Metal recovery within 1% of budget Operating cost within 3% of budget
Actual capital expenditure and timing in
line with budget
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CONCENTRATOR MANAGEMENT
2. METALLURGICAL PERFORMANCE
a. Metallurgical Control
b. Process Control
c. Modeling and Simulationd. Plant Optimization
e. Best practice
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2a. METALLUGICAL CONTROL
a. Daily information (KPIs)-throughput
b. Weekly information (KPIs)-consumables
c. Monthly information (KPIs)-availability
e. Daily and Monthly Testwork
Particle size analysis
Flotation/leaching tests
Mineralogical and diagnostic tests
Trend analysis
Consumable QA/QC
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2b. PROCESS CONTROL
Stabilizing Control
1. Up to-date and to industry standards
2. Provide smooth and consistentoperation
Expert System Optional
1. Service and support2. Training
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2c. MODELING AND SIMULATION
PURPOSE
Allows for technical optimization and preparing formajor ore changes
Models are appropriate
Simulation techniques are appropriate
Software is recognized within the industry as suitable forthe task.
Documentation and sign off for any changes
Training schedule and risk profile with alternatives.
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2e. PLANT OPITMIZATION
No process or equipment is modified
without a cost benefit analysis
Modifications require engineeringsign off
Data collection and remodeling afterchange with appropriate updates
internally and externally.
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BEST PRACTICE
Can explain metallurgical results and
provide technical support
Systematic and ongoing process
improvement programs
Third party review on a regular basis
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METAL ACCOUNTING STRUCTURE
IN = ACCUMULATION/LOSS + OUT
Realization
Adjustment
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3a. Mass Measurement
1. Weightometers and weighbridges are suitable for the task and arelocated to maximize accuracy (CE requirement)
2. Appropriate calibration procedure and frequency of calibration.
3. Appropriate cleaning procedure and frequency of cleaning.
4. Appropriate documentation for procedures and recording calibrationinformation.
5. Appropriate moisture sampling and determination for feed (SAG??),concentrate and tailings
6. Training schedule.
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3b. Density and Volume Measurement
1. Appropriate procedures for determining ore/concentrate relativedensity, water density and other materials (ie activated carbon)
2. Appropriate location and calibration of flow measurement
devices.
3. Appropriate measurement of stockpiles if required.
4. Appropriate calibration and measurement of pulp density and %solids.
5. Appropriate documentation for procedures and recordingcalibration information
6. Training schedule.
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3c. Sampling
1. Appropriate sampling systems (CE requirement)
2. Sample quantity and frequency are appropriate
3. Procedures for operation, cleaning and basic maintenance of
samplers
4. Appropriate procedures for manual sampling (inventorymeasurements)
5. Regular cleaning and recording
6. Training and schedule
7. Documentation
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3d. Sample Preparation
1. Samples are labeled appropriately
2. Appropriate measures to avoid contamination (eg high and
low grade materials)
3. Appropriate cleaning and maintenance of sample
preparation equipment (eg. buckets, filters, dryers and
trays)
4. Appropriate sub-sampling (integrity)
5. Appropriate housekeeping and dust abatement.
6. Training
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3e. Assaying
1. Appropriate labeling
2. Appropriate sub sampling prior to and after pulverizing
3. Appropriate pulverizing equipment, procedures, cleaning and particlesize determination
4. Procedures to avoid contamination.
5. Appropriate analytical techniques and standard practice
6. Appropriate QA/QC system with the use of appropriate standards and re-labeled recycle of production samples.
7. Appropriate documentation and training
8. Appropriate laboratory manage system (data capture/data transfer)
Normally all of the above are covered in ISO systems
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3f. Metal Balancing
Data assembled and developed into information for reporting
1. Appropriate procedures for determining metal-in-circuit
2. Appropriate method to determine metal input and output
(mass and assay)
3. Appropriate system to record smelter/refinery metal out-turns
4. Appropriate metal balancing procedure and methodology to
included out-turn discrepancies
5. Appropriate and compliant software
6. Training
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3g. Best Practice
1. Control charts are used to monitor accuracy ofmeasurements (eg weightometer accuracyconcentrate grade and tonnage etc)
2. Method for testing discrepancies highlighted incontrol chart
3. Third party review on a regular basis, at least once a
year
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4. ASSESSMENT SYSTEM
Assessment using a questionnaire
Questionnaire separated into 4 key components
Each component is subdivided into sections with a number ofdetailed questions.
A weighting and point system is used for scoring
A roll up approach is used to get a final single rating
Assessment either by self or third party
CONCENTRATOR MANAGEMENT
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CONCENTRATOR MANAGEMENT
ASSESSMENT
Rating is based on 5 point (star) scale
1. Not addressed, improvement expected
2. Partially addressed, improvement required3. Good practice, minimum required4. Very good performance5. World best practice, excellent performance
Review either by self-assessment or thirdparty
ASSESSMENT PROCEDURE
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ASSESSMENT PROCEDURE
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ASSESSMENT PROCEDURE
QUICK REVIEW OF
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QUICK REVIEW OF
MANAGEMENT SYSTEM
Key Components (areas of focus)
Standards for each component
Assessment against the standards
Accountability of the process
Documentation and controls
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CONCENTRATOROPTIMIZATION
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OPTIMISATION
PURPOSE- TO BE MORE PROFITABLEHOW??
INCREASE REVENUE
1. Metal recovery
2. Throughput
DECREASE COSTS
1. Consumables
2. Throughput
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OPTIMISATION-EXAMPLES
RECOVERY
THROUGHPUT
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OPTIMISATION-EXAMPLES
RECOVERY IMPROVEMENTS EXAMPLE
AIM OF THE PROJECT
TO IMPROVE FLOTATION GOLD (AND COPPER)
RECOVERY WITHOUT CHANGING FLOTATIONCONCENTRATE GRADE
COPPER GOLD FLOTATION PLANT
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COPPER-GOLD FLOTATION PLANT
Modal Analysis of Flotation Tailings
Flotation Concentrate Information
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F
Flotation Concentrate Information
Deportment by particle size
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TESTWORK PROGRAM
Monthly size by size assay data over a two year period available
for final flotation tailings and concentrates
Reagent testing at laboratory and plant scale to evaluatecollectors, modifiers and frothers to enhance composite particle
recovery from the rougher-scavenger flotation circuit
Regrind and flotation tests on the final concentrate and coarse
composites (screened) from the rougher-scavenger concentrateto assess flotation recovery and grade of concentrate.
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Modifications
Modifications to Flotation Circuit-high level
New reagent suite for rougher-scavenger circuit (AP3418A)
Rougher-scavenger concentrate and Flash coarse cleaner
concentrate reground prior to final cleaning
Dewatering cyclone in flotation circuit to help with water balance
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Plant results after Plant Modifications
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Final Concentrate Grade
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Tailings Comparison-Modal Analysis
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Overall benefits after modifications-long term
Gold recovery increased 7%
Copper recovery increased by 3%
Increased final copper concentrate grade
and more consistent to 24.5 % Cu
Payback in less than 20 months
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OPTIMISATION-EXAMPLES
THROUGHPUT EXAMPLE
AIM- TO INCREASE SAG MILL
THROUGHPUT
METHODOLGY-MINE TO MILL
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Traditional Mine Site Optimisation Based On
Individual Departmental Performance
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Objectives of Mine to Mill
Reduce variability and so improveproductivity (increased throughput andmore consistent feed)
Provide reliable prediction of overallperformance on a daily, weekly andannualized basis (meet budget-metal
production and costs)
B t Hij O i
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Slide 56
Mill feed particle size distribution strongly influences millthroughput
3000
3500
4000
4500
5000
5500
6000
6500
7000
50 55 60 65 70 75
SAG Feed Size F80 (mm)
TotalSAGTPH
20
30
40
50
60
70
80
RQD(%)
SAG TPH RQD
Batu Hijau Overview
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Mine-to-Mill Methodology
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Control Feed Particle Size
How??
Cook book approach for blast holespacing and powder factor
developed for each rock type
(including waste-coarser productand lower cost)
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Results of M2M at Batu Hijau
Average sustainable throughputincreases:
7% in soft domains 17% in hard domains
Good Mill Throughput Forecast Model
+/- 3% on an annual basis
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When Silos Exist
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Mine to Process Mining Benefits
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There are always anomalies
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THANK YOU
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References
Osvaldo, B. and Kennedy, J.P., 1995, Measuring, Managing and Maximizingperformance of Mineral Processing Plants, XIX IMPC, San Francisco, 225-
232
Herbst, J.A. and Pate, W.T., 1995, Plantwide Control: The Next Step in
Mineral Processing Plant Optimization, XIX IMPC, San Francisco, 211-215
Johnson, G. and Munro, C., 2010, Improving Mining and Minerals Plant
Performance: Operations and Maintenance Working Together Using NewInformation Technology, CIM Bulletin, 102 (1119).
Cesnik, F., Hart, S., Dioses, J., Clements, B and Dunne, R., 2005, Low-Grade
Concentrator Regrind Circuit Upgrade at Newcrests Cadia Valley Operations,
Centenary of Flotation Symposium, AusIMM Brisbane, 815-820.
Dunne, R. and Valery, W., 2007, Managing Mine to Mill (M2M), IQPC Mineral
Processing Conference, Brisbane, Nov. Fuenzalida, R. E. Economic Operations Management in Copper
Concentrators. Moly Corporation.