9
– These external resources (usually process engi-
neers and metallurgists) help ensure the transfer of
information among staff. For any new installation,
many changes to parameters or procedures may
occur over a short period, making it difficult for
employees to keep track of changes in the initial
months. Continuous presence in the control room
and in the field during the first operational months
will ensure proper information transfer and ade-
quate coaching.
• Not having enough resources to track encountered
issues and modifications.
– Failing to track issues can slow down the process
of correcting deficiencies and managing priorities.
– Neglecting to follow modifications, whether
mechanical or on programming, can lead to defi-
ciencies in information transfer between different
teams.
CONCLUSION
The start-up of new concentrator always involves a certain
level of risk, which varies depending on many factors such
as the size of the concentrator, location, company finan-
cial situation and projected profit margin, environmental
and safety hazards, and staff preparation. Having a skilled
“A team” in all critical disciplines is of capital importance
and can result in a significantly steeper McNulty start-up
curve, indicating a faster, more efficient ramp-up to full
production.
The method described here has proven successful in
many cases where Soutex worked as part of the process sup-
port team during start-ups. In the case of precious metal
mines with shorter mine lives, the financial benefits with
reaching of commercial production ahead of schedule sur-
pass by far any additional costs associated with the very
detailed and conscientious start-up planning. In addition,
this approach also enhances operational safety and reduces
the management and operational strain on on-site staff.
Ultimately, the decision to hire an external team for
start-up process support remains to the discretion of each
concentrator’s administration, depending on their toler-
ance to risks and financial imperatives. Although it may
seem costly at first, underestimating the complexity of the
start- up process can have consequences that result in costs
multiplying tenfold in the aftermath.
ACKNOWLEDGMENTS
We would like to thank the many contributors at Soutex,
and the clients involved in these start-up projects: Champion
Iron, Cliff Iron Ore, Iron Ore Company of Canada, Sayona
Mining, Aya Gold& Silver, Robex Gold, Greenstone Gold
Mines, Côté Gold, Ascot Resources, Kouroussa Gold,
Bagama Mining, Agnico-Eagle Meliadine, Boungou, East
Malartic, Canadian Royalties, AEM Kittilä, Newmont.
REFERENCES
[1] Rollins, D. and W. Lam. Ramp-ups: What to expect
when expecting a new mine. RBC Markets Precious
Metals and Minerals. September 17th, 2017.
[2] McNulty, T. Plant Ramp-up profiles and update
with emphasis on process development. COM 2014
-Conference of Metallurgists Proceedings ISBN:
978-1-926872-24-7.
[3] Webber-Youngman, R. and R. Callaghan. Educating
the Future Mining Engineering Practitioner. The
Journal of The Southern African Institute of Mining
and Metallurgy. December 2011.
[4] Berton A., Châteauneuf J., Bellec S., Champagne
P., Fortier S. (2016), “Achieving a Great Start-up:
Action Plan to Maximise Your Chances of Success,”
48th Annual Canadian Mineral Processors Operators
Conference, Ottawa, Ont., p. 113–125.
[5] Ficara P., E. Chin, T. Walker, D. Laroche, E. Palumbo,
C Celik, and M. Avedesian. Noranda Technology
Centre. Magnola: A novel commercial process for
the primary production of magnesium. CIM Bulletin
Vol. 91 No 1019, April 1998, pp. 75–80.
[6] Berton, A., A. Rousselet, H. Gilbert-Tremblay.
Simulation for Ball Mill Sizing: the path to a success-
ful plant start-up. Proceedings of Canadian Mineral
Processors 50th Congress, Ottawa January 2018.
[7] Mackey, P.J. and J. E. Nesset. The Impact of
Commissioning and Start-up Performance on a
Mining/Metallurgical Project. 35th Annual Meeting
of the Canadian Mineral Processors, Ottawa, Ont.
January 2003.
[8] Nice, R. W., Sensible ramp-up times for PAL and
other projects. ALTA Cobalt/Nickel Conference,
2003.
[9] Global Mining Research, HPAL: Upping The
Pressure 2018.
[10] Steven Hart Commissioning And Ramp Up Of
The HPGR Circuit at Newmont Boddington Gold.
Canadian Institute of Mining, Metallurgy and
Petroleum, 2012.
– These external resources (usually process engi-
neers and metallurgists) help ensure the transfer of
information among staff. For any new installation,
many changes to parameters or procedures may
occur over a short period, making it difficult for
employees to keep track of changes in the initial
months. Continuous presence in the control room
and in the field during the first operational months
will ensure proper information transfer and ade-
quate coaching.
• Not having enough resources to track encountered
issues and modifications.
– Failing to track issues can slow down the process
of correcting deficiencies and managing priorities.
– Neglecting to follow modifications, whether
mechanical or on programming, can lead to defi-
ciencies in information transfer between different
teams.
CONCLUSION
The start-up of new concentrator always involves a certain
level of risk, which varies depending on many factors such
as the size of the concentrator, location, company finan-
cial situation and projected profit margin, environmental
and safety hazards, and staff preparation. Having a skilled
“A team” in all critical disciplines is of capital importance
and can result in a significantly steeper McNulty start-up
curve, indicating a faster, more efficient ramp-up to full
production.
The method described here has proven successful in
many cases where Soutex worked as part of the process sup-
port team during start-ups. In the case of precious metal
mines with shorter mine lives, the financial benefits with
reaching of commercial production ahead of schedule sur-
pass by far any additional costs associated with the very
detailed and conscientious start-up planning. In addition,
this approach also enhances operational safety and reduces
the management and operational strain on on-site staff.
Ultimately, the decision to hire an external team for
start-up process support remains to the discretion of each
concentrator’s administration, depending on their toler-
ance to risks and financial imperatives. Although it may
seem costly at first, underestimating the complexity of the
start- up process can have consequences that result in costs
multiplying tenfold in the aftermath.
ACKNOWLEDGMENTS
We would like to thank the many contributors at Soutex,
and the clients involved in these start-up projects: Champion
Iron, Cliff Iron Ore, Iron Ore Company of Canada, Sayona
Mining, Aya Gold& Silver, Robex Gold, Greenstone Gold
Mines, Côté Gold, Ascot Resources, Kouroussa Gold,
Bagama Mining, Agnico-Eagle Meliadine, Boungou, East
Malartic, Canadian Royalties, AEM Kittilä, Newmont.
REFERENCES
[1] Rollins, D. and W. Lam. Ramp-ups: What to expect
when expecting a new mine. RBC Markets Precious
Metals and Minerals. September 17th, 2017.
[2] McNulty, T. Plant Ramp-up profiles and update
with emphasis on process development. COM 2014
-Conference of Metallurgists Proceedings ISBN:
978-1-926872-24-7.
[3] Webber-Youngman, R. and R. Callaghan. Educating
the Future Mining Engineering Practitioner. The
Journal of The Southern African Institute of Mining
and Metallurgy. December 2011.
[4] Berton A., Châteauneuf J., Bellec S., Champagne
P., Fortier S. (2016), “Achieving a Great Start-up:
Action Plan to Maximise Your Chances of Success,”
48th Annual Canadian Mineral Processors Operators
Conference, Ottawa, Ont., p. 113–125.
[5] Ficara P., E. Chin, T. Walker, D. Laroche, E. Palumbo,
C Celik, and M. Avedesian. Noranda Technology
Centre. Magnola: A novel commercial process for
the primary production of magnesium. CIM Bulletin
Vol. 91 No 1019, April 1998, pp. 75–80.
[6] Berton, A., A. Rousselet, H. Gilbert-Tremblay.
Simulation for Ball Mill Sizing: the path to a success-
ful plant start-up. Proceedings of Canadian Mineral
Processors 50th Congress, Ottawa January 2018.
[7] Mackey, P.J. and J. E. Nesset. The Impact of
Commissioning and Start-up Performance on a
Mining/Metallurgical Project. 35th Annual Meeting
of the Canadian Mineral Processors, Ottawa, Ont.
January 2003.
[8] Nice, R. W., Sensible ramp-up times for PAL and
other projects. ALTA Cobalt/Nickel Conference,
2003.
[9] Global Mining Research, HPAL: Upping The
Pressure 2018.
[10] Steven Hart Commissioning And Ramp Up Of
The HPGR Circuit at Newmont Boddington Gold.
Canadian Institute of Mining, Metallurgy and
Petroleum, 2012.