Autonomous Haulage Systems in Underground Mining - What is Required for Success?

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1 Autonomous Haulage Systems in Underground Mining - What is Required for Success? 1

2 Outline Background Trends, last 15 years Physical & human components Opportunities & risks Conclusions Thompson

3 Background History extends back to late 1990s Navigation systems A active area of development Atlas Copco Image 3

4 Background Drivers: Social licence to operate Occupational health & safety Mining performance Productivity (tonnes & grade) Lower unit operating costs 4

5 Background Drivers for: Social licence to operate Occupational health & Safety Mining performance Productivity (grade & tonnes) Lower unit operating costs Barriers: Its too hard to install My operation is not suited Its too hard to support & maintain The infrastructure is too expensive 5

6 Trends Dominate equipment suppliers All proprietary systems Sandvik (AutoMine) Caterpillar (Command) Atlas Copco (Scooptram Automation) And technology only alternatives. Remote Control Technologies, Perth, Western Australia Nautilus International, Burnaby, British Columbia 6

7 Trends Achievements: Many trials & attempts Sustained operation, 12 months plus, only relatively recent Atlas Copco Image 7

8 Trends Semi-autonomous LHDs Kiruna Pipa Norte Kemi Jundee Cliffs Rosebery DeGrussa Freeport Carlin Kidd Creek Northparkes E Williams mine Finsch mine Autonomous Trucks Legend: Atlas Copco Caterpillar Sandvik 8

9 Trends Achievements: Many trials & attempts Sustained operation, 12 months plus, only relatively recent Issues: True stories, the voice of the operator is hard to find The suppliers are making the news Achievements are rarely supported by clear validation their business case 9

10 Physical & Human Components Production System System Operating Logic Enabling Technology Mobile Equipment Operating Environment 10

11 Skills & Capability Physical & Human Components People & Their Work Production System Mining Consultancy System Operating Logic Enabling Technology Operating Environment Organisational Culture & Structure Mobile Equipment Work Practices 11

12 Physical & Human Components Operational readiness of the human components Operational readiness here means, the operator must be capable of accepting responsibility for the asset and operating it in a way that is consistent with their business needs 12

13 Physical & Human Components The human component means: Identification and development of protocols and processes Consultation with stakeholders Access to and development of skills & capabilities Organisational structures Performance targets Mining Consultancy 13

14 Opportunities & Risks Less about the technology More a question of implementation & uncertainties Implementation is stageable; Enabling access to information. better decisions the value of autonomy has been the road to it, without necessarily taking it to the full autonomous mine. Michael Murphy, Caterpillar s Marketing Division Manager of Global Mining Technology Marketing 14

15 Opportunities & Risks Less about the technology More a question of implementation & uncertainties Implementation is stageable Enabling access to information. Better decisions "A well run mine that implements automation becomes a well run mine that is automated, while a poorly run mine that implements automation simply becomes a poorly run mine that has automation," Greg Lilleyman, RioTinto, 15

16 Opportunities & Risks For implementation are divided between Process Culture Structures Opportunities Standardisation of technology; e.g. similar as in the coal industry s LASC Specifications, a product of their Landmark project that mandated an open-architecture approach to avoid introducing any new proprietary black-boxes (Reid et al, 2003); enable plug and play equipment to build a haulage system. Process Address the maintenance mind set; embracing preventative maintenance as an absolute essential rather than merely a desirable alternative to a breakdown maintenance system. This step change in approach is similar to the philosophical adjustment requirement of underground mines relying on inclined conveyor haulage where the monitoring and maintenance regime for these belts aims to prevent belt failure, treating it as an unacceptable outcome in the same way as failure of hoisting ropes in a shaft (Pratt, 2005) Technology Implementation Direct attention to the potential to use the data available as consequence of the introduction of autonomous haulage to more effectively manage the mine. Culture (people) To establish well defined expectations of autonomous haulage operations that is aligned with an organisational culture needed to support new high tech work. Structure (people) To establish organisational structures and relationships that is responsive to changes in work roles and organisational culture. Risks Failure or malfunction of autonomous equipment, its associated technology and the potential for catastrophic events. Attempting to implement an autonomous haulage system without adequate understanding or control of the mining process being used. Poorly executed change management processes for introducing autonomous haulage systems. Insufficient user trials to test the behavioural effects of technologies on operators; organisational structures, skills development, management of warning / alarms, work load multiple unit supervision. The changing nature / identity of work; from the old masculine defined roles in mining to technology defined roles (Arahamsson, 2011) leads to a loss of basic task / awareness knowledge the old guys don t transition. Communication of maintenance issues; operators not present to explain issues to maintenance staff. Public acceptance is the response of the workforce and in particular, unions, and regulators to the introduction of these new technologies. Insufficient executive commitment to deliver results. Insufficient qualified new automation support staff (at the trades level) are available to support the introduction of autonomous haulage technology. The organisation does not respond to the change in work roles (links with culture). 16

17 Conclusions Success depends on: When you start.. at pre feasibility Matching the implementation model to the organisation Executive leadership Committed & pragmatic Support for champions at all levels People & how they see their work Removing the operator from equipment is a last step, not the first 17

18 Acknowledgements Chris Elliott Principal Consultant, SRK Consulting Geoff Dunstan Formally of Newcrest Mining Limited 18

19 Thank You Questions? 19