Selective Mining at Thabazimbi Iron Ore Mine (South Africa)

Selective mining played a major role in saving a mine and a communityÆs existence as well as creating a working culture that is the model for all KumbaÆs mines. The successes that resulted from selective mining led to receiving KumbaÆs highest award (it was the Gold Medal Breakthrough project of 2003) as well as the productivity award at the National Productivity Institute award ceremony in 2004. Kumba was established in November 2001 (previously Iscor Mining). The new company identified Mineral Resource Management (MRM) as one of its key drivers and an initiative was launched to define MRM in the Kumba way. Best MRM practices at the Kumba mines were included in the definition. Selective mining was born out of this initiative. One of the key principles of good MRM practice was identified as: æThere must be a balance in the operational processÆ. This principle was applied with great success at Thabazimbi Iron Ore mine in the Limpopo province, South Africa. The emphasis of this paper will be to show how value can be unlocked throughout the whole mining value chain. In the past (up to 2001) the mine went through a number of crisis situations: planned production performances were not reached, the stripping ratio was extremely high with two new pits, the product beds were not of constant quality, slope failures were big risks, flooding could and did cut off half of the ore supply, and restructuring demoralised staff.This paper focuses on: selective mining throughput drivers, and selective mining and its role in achieving this balance.The results were dramatic, with huge improvements in production results, stockpiles, plant yields and product bed specifications. The mine was brought into balance and a self feeding loop was created with positive spin-offs up to this day.