Numerous cases have shown that mining companies’ commercial viability has declined due to inefficiencies during the commissioning stage.
Commissioning is a critical aspect of project management in the mining industry. It involves ensuring that all project systems and components work correctly and efficiently.
Commissioning is the final phase in project execution and the first step in setting up the operational team for success. If a facility is not commissioned efficiently, safely, and on time, any cost savings accrued over the project lifecycle can be completely lost.
This article will review seven key aspects of achieving a successful commissioning.
Key aspects
- Safety
- Leaders
- Work teams
- Training
- Vendors
- Consultants
- Commissioning Program
1.-SAFETY
Safety must always be present; we cannot ignore safety in any of our actions in the commissioning stage.
In our experience, we have seen that many errors and accidents occur due to a lack of communication during shift changes, which should be solved with good leadership, teamwork, and an adequate shift delivery system.
In my experience, successful commissioning requires a shift handover covering all the critical aspects and tests executed during the day. The team’s communication with the programmer and leader must be close to correctly resolve the day-to-day contingency during the shift start meeting (RIT).
All these aspects must be established in the company’s management system, such as the Process Risk Management or others used in mining companies, to which all contractor companies and vendors must adhere.
2.- LEADERS
In my experience, a good leader maintains a pleasant work environment, is an excellent communicator, and has full knowledge of his specialty. It is essential that Leaders maintain constant communication and commitment to the commissioning program. Leaders keep all commissioning components (the client, engineering, advisors, operations, maintenance, and vendors) synchronized, motivated, and cohesive to work in the same direction.
It is very important to know the location of the leaders in the project’s chain of command. For this reason, an organizational chart with the leaders’ functions and responsibilities must be generated at the beginning of the commissioning. This organization must be maintained throughout the commissioning by updating changes that occur from those responsible for the mining company, engineering, and construction contractors.
3.- WORK TEAMS
It is crucial to assemble motivated, committed and informed human teams with the commissioning program. A successful commissioning includes not only the acquisition of qualified personnel but also the creation of communication and connection between them.
In my experience, I have seen good results when the client generates group dynamics before the implementation process. Group dynamics foster communication and good relationships in teams. Playful activities with multidisciplinary groups create relaxation and cohesion in work teams. Sports activities are also helpful in getting to know people outside the technical area to which they belong, as this allows closeness and communication for the final project. This type of activity can also be carried out when project milestones are achieved, which allows the technical actors to rapprochement and create a sense of unity and direction in the project.
It is essential to generate participation from all the areas that participate in the PEM, the operations and engineering area of the company, the engineering company staff, the construction staff, and the consultants and vendors of the installed equipment.
4.-TRAINING
Training the personnel who will operate and maintain the plant is essential. In my experience, people have an innate ability to learn, but if you do not train them, they can make mistakes when operating the equipment, causing delays and economic losses. In my experience, good training lasts at least six months before the commissioning for the personnel who will operate and maintain the plant, including theoretical and field training. Practical training in the field is crucial since contact with tests and equipment allows failures to be reduced or avoided during commissioning.
The training must include the project’s description and objective, operation manuals by process area, and detailed knowledge of the new equipment.
5.-VENDORS
Vendor integration with the commissioning team is crucial. The Vendors are not personnel outside the project; they carry out tests and initial training. Working with the commissioning team allows us to resolve situations during initial testing and achieve solutions.
It is essential to verify that the final Engineering plans suitable for construction were updated with reliable information from the vendors in the previous stages of the project.
6.- CONSULTANTS
Specialist consultants must be skilled in detecting deviations in engineering and programming and verifying spare parts supply. This review by expert advisors allows us to reduce errors in engineering design, quality control, and assembly to comply with the commissioning program and its costs.
7.- COMMISSIONING PROGRAM
Every program has activities with defined deadlines and space and immovable critical activities, thereby limiting the program’s critical path. In this sense, every commissioning program is flexible, but the overall program falls behind when a critical activity must be changed. In this case, the important thing is to make decisions that meet committed deadlines.
Errors could occur when the commissioning program is not met, and activities are altered to achieve the deadline. In this case, evaluating the consequences beforehand and making informed decisions is essential.
The program, in general, is flexible, but there are cases that are not flexible due to government environmental requirements, in which a deadline must be met and is immovable. In this situation, it could be decided to eliminate activities for the greater good; however, the decisions must be made to not impact the project.
Therefore, it is critical to have a clear objective for the commissioning program, maintain flexibility as much as possible, and carry out informed monitoring of the commissioning process with periodic daily and weekly meetings.
CONCLUSION
Attention to the critical aspects mentioned above is necessary to ensure a successful commissioning. Addressing these aspects on time will reduce Project cost overruns due to program delays, optimize cash flow, and obtain a return on investment within the scheduled timeframe.
We have more than 30 years of experience implementing mining processes. If you want to evaluate a consultation with us, contact us at info@processminerals.cl , and we can help you. Which key aspect of start-up do you think is the most important? Tell us other aspects that you consider critical to commissioning in the mining industry.
Raúl Palomo
raul.palomo@processminerals.cl
