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As the industry races to build Canada’s next generation of mines,
questions are emerging about the economics of these projects.
We asked David Willick, Vice President & Regional Leader, Mining, Metals
& Minerals, North America at Schneider Electric Canada to weigh in and
provide some answers.
How does integrated engineering, automation and digital infrastructure
reduce project risk?
One of the biggest risks in a mining project is having engineering,
electrical systems, automation and digital technologies developed in
isolation. When those systems are designed and integrated together
from the outset, teams have better visibility into how the operation will
perform before the mine is fully up and running.
Integration also helps reduce the risk of having to make costly changes
later in the project. With connected systems and a common view of
operational data, teams can identify issues earlier, test and validate
processes before commissioning, and make better-informed decisions as
the project moves from construction into operations.
Ultimately, the goal is to make the transition into production more predictable.
The more that can be designed, tested and optimized digitally before construction
even starts, the more certainty there is during commissioning and ramp-up to full
production.
What are the operational decisions that can help mines reach production faster?
A key decision is to think about the operating model early, rather than treating operations as something that begins once construction is complete. Mining companies
should be asking from the outset how the mine will be operated, what data will be
needed to make decisions and how di昀昀erent systems will work together.
Standardizing technologies and using common architectures where possible can
also simplify commissioning and make it easier for operators to manage the site
once production begins. Another important consideration is involving the people
who will ultimately operate the mine earlier in the project. Their practical knowledge
can help identify issues before they become costly problems during ramp-up.
The focus should be on creating a clear path from engineering and construction
into commissioning and operations, rather than treating each stage as a separate
exercise.
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