Metals and Mining
The mining industry faces significant challenges worldwide, as it needs to maintain low costs to maximize profitability. The review and control of costs is key due to the volatility of the prices of some inputs and metals. To maintain control of the operation, it is necessary to review internal and external factors to achieve the optimum extraction of reserves with the highest profitability.
Within the internal factors we must consider the application of government policies and regulations, safety measures, use of technology, optimal processes and synchronization between the areas of exploration, geology, short and long-term planning, mine operations, plant operations, logistics, administration and finance, among others. Within the external factors, it is necessary to contemplate the impact on the environment and maintain an adequate relationship with the communities within the area of influence, as well as the price of metals.
In our experience within the industry, we have found that having planning and programming aligned to the strategic objectives is fundamental to properly synchronise the production chain.
- • Drilling planning model.
- • Design and implementation of blasting meshes according to the type of terrain.
- • Implementation of daily extraction scheduling model.
- • Implementation of daily meetings in the mine to review the plan and synchronization of own and third-party resources.
- • Contractor performance models to establish productivity and negotiation criteria.
- • Floor control models: active supervision and controls through indicators.
- • Optimal information flow between planning, geology and topography areas.
- • Synchronization model between mine and plant to determine blends, grade and expected granulometry.
- • Improved resource utilization.
- • Load factor reduction and associated cost reduction.
- • Improvement in the expected granulometry of blasting, optimizing truck loading and reducing secondary blasting and crushing.
- • Increased productivity of haulage equipment and compliance with established operating standards.
- • Greater coordination and synergy between the areas that facilitate compliance with the objectives.
- • Positive impact on the concentrator plant by reducing the variability of the input grade.
- • Operation and control model of the critical variables of the mineral classification process.
- • Floor control model: active supervision and controls by means of indicators.
- • Maintain critical process variables within established ranges.
- • Ensure planned recovery.
- • Reduce operating costs.
- • Ensure daily production and maintain a low cost per ton.
- • Preventive maintenance model.
- • Floor control model: active supervision.
- • Cost control and cost-benefit analysis for equipment replacement.
- • Increased equipment availability.
- • Improved coordination with operations by providing in a timely manner key parameters and information for production scheduling.
- • Implementation of a results-oriented management culture.
- • Supplier negotiation, evaluation and development models.
- • Purchasing and inventory management control system.
- • Warehouse management model.
- • Economic impact per negotiation.
- • Better level of service.
- • Optimization of inventory levels.
- • Higher inventory reliability.
"During the project, the consultants worked directly with our management team, including our company's upper management area in order to achieve the proposed results. The economic benefits were calculated and we obtained significant improvements in the areas covered by the project, ensuring economic results in the medium and long term."
Southern Cooper Executive President