Asset Performance Control In Mineral Processing Operations

"As the speed of business has continued to increase over the last decade, the focus on real-time control of the performance of both stationary and mobile assets has become an increasing priority. Traditionally the maintenance team has been focused on the management of the availability of assets while the operations team has been focused on the throughput of those same assets. Typically operations and maintenance teams worked almost independently in spite of the fact that they were both working with the same assets. Part of the problem has been their traditional performance measures which have often been diametrically opposed. Recent advancements in the area of real-time performance measures and decision support have helped to drive higher levels of collaboration between operations and maintenance leading to real-time asset performance control and higher levels of business performance. This paper will explore the forces driving the need for changes, present an effective approach to the definition of the most appropriate business performance measures, and examine the effectiveness of contextualized real-time decision support resulting in asset performance control. TRADITIONAL APPROACHES TO ASSET PERFORMANCE MANAGEMENT In most industrial operations the phrase asset performance management is synonymous with maintenance of the industrial assets. This is the way industry has viewed asset management and asset performance management for decades. This is a very limited perspective that is serving to constrain the profitability of industrial operations. As industrial organizations began to form following the Industrial Revolution, the complexity of the operations forced an organizational design based on specialization. No single person could understand all of the aspects of an industrialized operation. This was particularly true at the plant floor level where the operation and maintenance of the industrial equipment required very different skillsets and training. To accommodate the vast differences most industrial organizations set up operations teams to run the equipment and maintenance teams to keep the equipment available to the operation. Both teams were dealing with the same industrial equipment but from very different perspectives and with very different performance measures. Typically the operations team was measured on maximizing the output of the equipment – or throughput. On the other hand the maintenance team was measured on the uptime – or availability of the equipment."