Process Analytics: Transforming Mineral Process Plant Data into Actionable Insights

"The advent of digital revolution has now enabled us with numerous tools that could be leveraged to transform our operational data into actionable insights. Key opportunities with digitization include better visualization, transparency, integrated planning and execution for value-chain optimization, that results in smarter production, intelligent response to changes in ore, process and equipment conditions, reduce energy and waste along with prevention of asset breakdown, safety and environmental issues. It is important to realize that these digital tools have limited value, from a metallurgical operational context, if we cannot bring-in the appropriate domain expertise along with getting the basics right. The focus within Barrick is to ensure that there is adequate depth of different disciplines built into our platforms along with breadth to integrate other disciplines such as geology and mining for an effective Mine-to-Mill integration. A gold recovery improvement strategy based on optimal Gaudin size distribution, leaching performance monitoring and guidance via feed grade maps is discussed. Simultaneous identification of process and equipment constraints enable finding the best overall conditions for Gold recovery. This paper discusses the methodology, findings, and challenges in the ongoing journey of implementing a Metallurgy Analytics platform that evolves from being retrospectively descriptive to anticipatively prescriptive.INTRODUCTION The last few decades have seen some remarkable advancement in information technology, but recently various digital technologies have resulted in several synergies to deliver innovation in diverse applications. The mining industry has been relatively slow in adopting these technologies compared to the other industries, but this scenario is changing fast. Mining companies globally are going through a series of challenges such as declining ore grades with complex metallurgy, increasing depth of ore bodies, high capital and operating costs, lower productivity, shortage of technical resources, significant pressure from stakeholders to deliver, along with growing environmental and corporate social responsibility issues. Improvement in profitability would need significant improvements in operational performance."