Achieving a Great Start-Up: Action Plan to Maximise Your Chances of Success

"The start-up of new plants, extending from the commissioning of equipment to the production ramp-up, is a critical period where the processing circuit operation must be done in a structured and well controlled way to enable the gradual, safe and rapid achievement of production targets. The magnitude of the many risks associated with this pivotal period is accentuated in the actual context of low commodity prices. However, the implementation of a method that analyzes risks associated with a start-up, their probability of occurrence and their impacts leads to the identification of a series of preventive actions that can be applied in order to reduce potential negative impacts.Soutex has been involved in numerous start-ups over the last few years and has developed a structured methodology to assess this crucial period, maximize the pre-start-up preparation, ensure a smoother and safer ramp-up period and minimize the time needed before reaching commercial production.This paper describes a method to identify preventive actions to apply in order to reduce risks related to a plant start-up. Then, the various steps of the method are demonstrated using the industrial case study of the Canadian Malartic gold plant situated in Abitibi, Québec. The specific preventive actions, during start-up, the organisational measures and the ramp-up plan are detailed as they were effectively achieved. Finally, the post start-up actions are presented as well as some key results illustrating the achievement of their prior defined objectives.IntroductionPlanning a new plant or new circuit start-up in a mine installation involves various risks, both at the economical and safety levels. Unprepared staff and equipment can lead to safety issues that could threaten plant staff as well as the environment. Moreover, a poorly prepared start-up could often lead to equipment break-down, production stoppages and delays, leading to important economic impacts, delaying commercial production and therefore affecting directly the profitability of mining projects.It is common in the industry to have structured commissioning procedures for major equipment taken separately. Technical personnel from the equipment manufacturing company would usually come on site in order to perform the pre-operation verification, dry runs and the first hours of operations. This kind of assistance is usually focussed on one piece of equipment and neglects the interactions between the various equipment of the production chain. The commissioning phase is usually maintenance oriented and the information given by the manufacturing representative seldomly flows through the operation staff (in the case of this paper, the denomination “staff” refers to both managing and operating employees). The global process is usually not taken into consideration by the technical personnel sent on-site by the manufacturer during the commissioning phase. Many papers can be found describing the commissioning of new equipment focussing on the technology (Côté and Adante (2009), Wells et al (2007)) but without dealing with its integration process in the complete production chain."