830 XXXI International Mineral Processing Congress 2024 Proceedings/Washington, DC/Sep 29–Oct 3
Process Management
The mineral processing component of the operations cycle
is Process Management. It establishes a technical strategy for
achieving plant performance targets. It manages the cascade
from overall value creation targets to strategy for each major
part of the plant to operating tactics for each circuit and
unit operation. At the tactical level, it spells out necessary
control actions to ensure the plant meets targets. Problems
in meeting targets are identified, for example, troubleshoot-
ing, stability improvement or capability improvement.
These enter the problem-solving component.
Process control involves observing process
responses, identifying performance gaps and taking
algorithm-based actions to return the process to tar-
get performance. This includes automatic and man-
ual control. It is capable of addressing smaller per-
formance deviations. Larger deviations require more
significant problem solving.
Geomet involves understanding how different ore
types respond to processing, planning around actual
ore being processed and ensuring operating tactics
are aligned with ore characteristics.
Bottleneck Management involves tactics for shift-
ing plant operation around bottlenecks and mini-
mizing the potential negative impact of different ore
types. This often consists of manual control actions.
Table 1. Examples of Essential Functions and supporting tasks in a concentrator (perspective from Plan-Study-Manage-
Improve cycle)
Area Essential Functions Supporting Tasks
Plan • Provide processing inputs for:
– Annual budgeting &quarterly forecasting
– Monthly plan &schedule updates
– Weekly production planning
– Maintenance scheduling
– Planning processing improvement
• Maintain geometallurgy models
• Planning for Energy, Tailings and Water
• Sample collection and preparation
• Performing characterization tests
• Model selection, building, and vetting
• Updating OPEX models
Study • Metallurgical balances &met accounting
• Mill metallurgy reporting (Annual, Monthly, Daily)
• Critical review of circuit performance
• Trends for Consumables, Energy, Water usage and Costs
(consumption, quality, reconciliation)
• QA/QC (analytical lab, mineralogy lab, met lab)
• Process Equipment (performance-related inspections, SOPS &
Cookbooks, circuit &unit operations validation, routine testing,
statistical analysis)
• Control loop (automatic, manual) performance &updating
• Mill sampling (sampling practices, non-routine sampling surveys)
• Sampling
• Met accounting process
• Consumables monitoring
• SOP and Cookbook performance review
Manage • Process observations
• Identification and analysis of performance gaps
• Prioritization of problems for problem solving
• MP/EM knowledge management
• Process Automation (manual &automated)
• Equipment performance management
• Consumables management
• Energy, Tailings and Water management
• Process loop management guidelines/
checklist
• Inventory and quality management for
balls and liners
Improve • Performance improvement strategy, including problem identification
&project prioritization
• Structured method for problem solving
• Change management for process improvements
• Mill process improvement projects
• Metallurgist development
• Updating of SOPs, Mill Standards, …
• Identification
• Prioritization
• Problem Solving
• Project Execution
Process Management
The mineral processing component of the operations cycle
is Process Management. It establishes a technical strategy for
achieving plant performance targets. It manages the cascade
from overall value creation targets to strategy for each major
part of the plant to operating tactics for each circuit and
unit operation. At the tactical level, it spells out necessary
control actions to ensure the plant meets targets. Problems
in meeting targets are identified, for example, troubleshoot-
ing, stability improvement or capability improvement.
These enter the problem-solving component.
Process control involves observing process
responses, identifying performance gaps and taking
algorithm-based actions to return the process to tar-
get performance. This includes automatic and man-
ual control. It is capable of addressing smaller per-
formance deviations. Larger deviations require more
significant problem solving.
Geomet involves understanding how different ore
types respond to processing, planning around actual
ore being processed and ensuring operating tactics
are aligned with ore characteristics.
Bottleneck Management involves tactics for shift-
ing plant operation around bottlenecks and mini-
mizing the potential negative impact of different ore
types. This often consists of manual control actions.
Table 1. Examples of Essential Functions and supporting tasks in a concentrator (perspective from Plan-Study-Manage-
Improve cycle)
Area Essential Functions Supporting Tasks
Plan • Provide processing inputs for:
– Annual budgeting &quarterly forecasting
– Monthly plan &schedule updates
– Weekly production planning
– Maintenance scheduling
– Planning processing improvement
• Maintain geometallurgy models
• Planning for Energy, Tailings and Water
• Sample collection and preparation
• Performing characterization tests
• Model selection, building, and vetting
• Updating OPEX models
Study • Metallurgical balances &met accounting
• Mill metallurgy reporting (Annual, Monthly, Daily)
• Critical review of circuit performance
• Trends for Consumables, Energy, Water usage and Costs
(consumption, quality, reconciliation)
• QA/QC (analytical lab, mineralogy lab, met lab)
• Process Equipment (performance-related inspections, SOPS &
Cookbooks, circuit &unit operations validation, routine testing,
statistical analysis)
• Control loop (automatic, manual) performance &updating
• Mill sampling (sampling practices, non-routine sampling surveys)
• Sampling
• Met accounting process
• Consumables monitoring
• SOP and Cookbook performance review
Manage • Process observations
• Identification and analysis of performance gaps
• Prioritization of problems for problem solving
• MP/EM knowledge management
• Process Automation (manual &automated)
• Equipment performance management
• Consumables management
• Energy, Tailings and Water management
• Process loop management guidelines/
checklist
• Inventory and quality management for
balls and liners
Improve • Performance improvement strategy, including problem identification
&project prioritization
• Structured method for problem solving
• Change management for process improvements
• Mill process improvement projects
• Metallurgist development
• Updating of SOPs, Mill Standards, …
• Identification
• Prioritization
• Problem Solving
• Project Execution