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Sunday, 06 September 15
AUTOMATION AND TECHNOLOGY IS CERTAINLY PART OF THE SOLUTION FOR IMPROVING PERFORMANCE AND EFFICIENCY TO MAKE THE MINE OPERATIONS MORE PROFITABLE, HOWEVER............ - LUKE JALSEVAC
Luke Jalsevac"The Technology and Innovation in Mining 2015" production team at Information Exchange Group interviewed Luke Jalsevac, Director, Business Optimization Global Value Assurance, Kinross Gold Corporation, one of their speakers for TIM2015.

“ When the price of a commodity is rising, most companies focus on extracting as much from the ground as possible to capture the high margins, which may result in diminished rigor around operational excellence. When prices decline, they often overshoot to the downside, creating substantial financial pain for companies " - Luke Jalsevac

Q: The central theme behind the upcoming Summit is Innovation and Technology. From some of the innovative projects that you have been a part of at Kinross, can you share some areas where automation has helped optimize your business?

A: While Kinross has not done a great deal that can be classified as purely automation, we have been implementing a number of optimization projects involving either data automation or automation of components of processes in both mining and processing. Our focus on improving operational processes over the past number of years is enabling us to look at technology for additional opportunities.

Q: Given the current market scenario for the resources sector, do you think automation and technology is the best way forward to make the operations more profitable?

A: Automation and technology is certainly part of the solution for improving performance and efficiency, however I would argue that it needs to be used judiciously. All too often I have seen technology proposed as a ‘silver bullet’ solution when in fact there are great gains possible from improving foundational technical and business processes first, often with much smaller investments. If there are underlying process problems, technology can in fact exacerbate the situation by adding significant cost and complexity without improving bottom line performance. Having said that, for more mature operations there certainly are opportunities for automation and technology to play an important role in propelling performance to the next level. As an industry, gold mining isn’t the fastest to adopt new technologies for a whole host of reasons, some quite legitimate, but it strikes me that there is much to be learned from other mining companies as well as industries that seem unrelated.

Q: The mining sector has been one of the last ones to wake up to the benefits of technology. From a traditionally orthodox set of operations to drones flying in the mine sites, do you see challenges in terms of employees being able to keep up with the changes?

A: There are definitely a number of structural challenges faced by mining that make it harder for employees to keep up with the changes:

As a general rule cutting edge  technology originates in large cities, which is where the top technology talent want to live. Most mines are in remote locations making it very difficult to attract people with the skills required to manage and implement new technologies.

The  primary input, the ore body, is usually quite varied  throughout changing, making it difficult to automate and standardize certain elements of the process. Manufacturing, in comparison, doesn’t face this same challenge.

The  cyclical, boom and bust nature of mining makes it difficult to invest in technology in a methodical  manner. Typically speaking , when the price of a commodity is rising, most companies focus on extracting as much from the ground as possible to capture the high margins, which may result in diminished rigor around operational excellence. When prices decline, they often overshoot to the downside, creating substantial financial pain for companies. In this difficult environment, like the one we are experiencing now, technology is often one of the first things to get cut from the budget.

Despite these challenges, there is no question that there are significant opportunities for resource companies to adopt technologies from other industries to improve our performance. It will require the willingness to step out of our comfort zone and try something new.

Q: Would you like to share something about the ongoing projects at Kinross which involves cutting edge technology? What are some of the typical challenges you face when trying to convince the management to embark on such projects?

A: Our focus as a company over the past five years has been building a foundation to strengthen our  processes in mine planning, maintenance, geology, operations, etc. As a result, our primary focus has not been on technology, although technology has played a par t in the various improvements. Some examples include: optimization of our mining dispatch systems and implementation of High Precision GPS (HPGPS); implementation of maintenance health monitoring systems; drilling and blasting optimization (e.g. blast hole monitoring); automation of daily production reports, and the list goes on.

Q: What are your expectations from the Technology and Innovation in Mining 2015? 

A: I’m interested to hear from other mining companies about  which technology has truly helped them improve their bottom line performance, but even more importantly, how they go about selecting and managing technology implementations to ensure that they actually achieve the expected benefits.

Luke Jalsevac, Director, Business Optimization Global Value Assurance, Kinross Gold Corporation was interviewed by the Technology and Innovation in Mining 2015 Production Team at Information Exchange Group


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