The “Big Picture” Approach to Surface Mining

"In today’s challenging mining environment the “Big Picture” (Caterpillar, 2013) approach to mining is often neglected. With haulage costs approaching up to 45 % of the overall mining costs, all too often the load-haul-dump- return cycle is not investigated in its completeness. This paper will discuss the aspects of taking the time to observe an operation from the “Big Picture” approach. In today’s mining business miners, engineers, trainers, supervisors, and managers have ever increasing roles and responsibilities as never seen before in the past decade. The endless human resource, safety, environmental, cost control issues and performance initiatives, detracts from precious time that may have been dedicated to examining the day to day operation. Having examined numerous mining operations over the past several years, one common denominator is lack of time to properly observe operating practices in the field and recognize both positive and negative observations. The old fashioned vocation of observing the operation to assess the haulage, loading and maintenance processes to adjust, maximize or enhance operations have sometimes vanished. Four areas to be discussed in this paper: (1) Look at the “Big Picture”(Caterpillar, 2013), (2) Use common sense, (3) Areas identified for biggest improvements in the operations, (4) Observation of small details for big impacts to lower cost per ton and increased production. The objective of this paper is to provide low cost recommendations to lower cost per ton and increase production. INTRODUCTION Whether miners claim to have been around and experienced it all or the “rookie” on the mine site, miners are expected to execute the mine plan at the lowest cost possible. So why is it so difficult to execute this task? Shouldn’t supervisors just have to man the equipment, tell operators to have a safe day and tally up the numbers at the end of the shift? And let the technology system do the rest? So what could go wrong? Lots. Mining companies seek help from consultants, training departments, performance reporting systems and an arsenal of resources. Armed with all this information, the supervisors just hop in the pick-up and tell the shovel operator to speed up. Sounds simple enough. When the improvements don’t happen, what could have gone wrong? It comes down to people, the simple things that were not executed over the months previously and as a result today the mines performance is not where it should be. A mine is built by people. Managers who have the vision to develop the ore body in a manner that follows sound engineering practices. The infrastructure to mill the ore and support the equipment needed to move the material. Along the way equipment is procured and operators trained to run the gear. Engineers and geologists set up the design, the material movement, and haulage routes. Sounds easy to this point. So, why mine after mine is there this constant struggle to move more with less and get the costs down? Understanding how to make “Great Miners” out of these people is critical to lowering your cost per ton."