Reduction of Plant´s Reagents Cost ($) and $/Tonne

A goal achieved by leveraging supervisory level
A Short Interval Control (SIC) Approach

  • Short Interval Control
  • Operational SOP´s improvement
  • KPI´s development
Driver Goal
  • To implement a Plant Management System in order to impact total monthly cost per critical reagent consumed.
  • Monthly Energy Consumption per tonne processed achieved a reduction of 129.4% ($USD/Tonne) .
  • With this percentage total savings projection were estimated in $580k / yr which represents a 27% of the 2015 actual expenditure for Plant reagents.
  • Monthly Reagents Total Cost ($) decreased in 142% from April to June equivalent to $75,630 USD.
  • World class result achieving $0.88/ton (less than a dollar).
Client´s plant reagents cost, increased in 38% from January 2016 to March 2016, trending up after a successful decrease due to a replacement of the collector reagent in December 2015. One of the main reasons this happened, was because the plant was receiving lower levels of ore entering to plant system; but also because a lack of supervision in terms of assuring the correct amount of concentrate mix for the process, having harmful effects on the reagents consumption control.
Solution Approach
Understanding that a poly-metallic production, which has a variety of reagents necessary to control the quality of the three main concentrates (Copper, Zinc and Silver), would tend to increase the cost of use, several lab initiatives were performed, that at the end encouraged the replacement of chemical collector (Promotor) and foaming (Flottec). A solid replacement process where supervisors would have to focus their efforts in operational compliance, was also necessary to succeed. The Management team, participated in this process but also leveraged the supervisory level in terms of daily behaviours to improve in mix preparation and levels tracing.
Actions Taken
  • Short Interval Control (SIC) in lab processes was installed in order to keep up with the ore changes from the mine and improve decision making.
  • Behavioral Change: All supervisors had their density hydrometer and timely reported on the preparation the night shift to ensure correct concentration and / or respond if not.
  • KPI introduction: Monitored most consumed reagents during the week and perform a Pareto analysis.
  • Sharpen and adapted the decision tree regarding changes in ore , where parameters training shops were performed to secure operators commitment.
  • Strengthen structured supervisor daily plant routes.
  • Installed a weekly Reagent Consumption Monitor in Kg/ton versus an standard according to ore type.
VÉA Management Consulting
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