robert dunne

7/27/2019 Robert Dunne

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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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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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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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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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DETAILS OF THE

INDIVIDUAL MANGEMENT COMPONENT


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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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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



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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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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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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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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.

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