Case study · Mining & Metals
Copper mine cuts cost per ton 23% and mines 22% more tons
The flagship open-pit mine of a low-cost copper producer had improvement initiatives under way but wasn't seeing results fast enough. USC ran a two-week feasibility study, then implemented Kaizen, total productive maintenance and statistical process control.
Results
23%
reduction in mine cost per ton
22%
increase in tons mined
7.1%
increase in concentrate grade
Feasibility study estimates were met and exceeded.
The situation
Management at the large open-pit mine had already launched improvement initiatives, but results were coming too slowly, and copper recovery from milled tonnage was a particular concern.
What the assessment found
- Flotation densities hard to hold within target
- Loaders, shovels and trucks not synchronized in dispatch
How the work was done
Involvement: work with the crews
Developed recommendations with mine personnel using Kaizen, total productive maintenance and employee involvement prototyping.
23%
reduction in mine cost per ton
Flotation: control the process
Trained mill control room operators in statistical process control to keep flotation within target for cleaner densities.
7.1%
increase in concentrate grade
Dispatch: synchronize the pit
Process-mapped the dispatch system with dispatchers and synchronized loaders, shovels and trucks.
15%+
increase in tonnage
Lasting impact
Costs dropped and the mine set new benchmarks for milled tons per day, tons mined, pounds of copper produced, recovery and concentrate grade.
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