The missing link: The gap in the mining automation hierarchy

From the perspective of management control, most mining operations can be represented by a hierarchy comprising four layers. The base of this hierarchy consists of the individual pieces of equipment that are used to break and transport rock. The next level comprises the coordinated interaction between different pieces of equipment, termed a process. An operation results from the bringing together of different processes within a common discipline, such as mining or hydrometallurgy. Finally, an enterprise is formed when the separate mining, concentrating and smelting business units are combined. To date, much of the literature written on the topic of mining automation has focused on the equipment level, specifically on removing the operator from production mining equipment. This focus should not, however, overshadow advances registered in automation at both the process and enterprise levels. Only at the operations level of the hierarchy has little progress been made. While automated equipment, process management and enterprise resource planning are a current reality; it is argued that the benefits from automation have, to date, been largely elusive. It is further argued that full benefits of automating other levels will only be fully achieved when this ‘gap’ in the mining automation hierarchy has been addressed and an uninterrupted, process-wide information flow across the entire operation is achieved. Furthermore, it will be reasoned that so-called vertical integration can only be achieved with an automated operational level in place. It is believed that all the necessary building blocks are in place and that the industry is ready for this development. The paper concludes by presenting a vision for what operational level automation would achieve.