© 2019 AVEVA Group plc and its subsidiaries. All rights ... NA 2019 Day 1...
Transcript of © 2019 AVEVA Group plc and its subsidiaries. All rights ... NA 2019 Day 1...
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© 2019 AVEVA Group plc and its subsidiaries. All rights reserved.
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Presented by:
Session ID: MMM-01
Optimize the Value Chain from Pit to Port
© 2019 AVEVA Group plc and its subsidiaries. All rights reserved.
Ammar Wahab, Global Sales Director
November 12th, 2019
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DIGITAL TRANSFORMATION across asset and operational life cycle
© 2018 AVEVA Solutions Limited and its subsidiaries. All rights reserved.
DESIGN CONSTRUCT MAINTAIN
PLAN &
SCHEDULE
MONITOR &
CONTROLPROCURE REVAMP
OPERATE &
OPTIMISE
Operations
life cycle
Asset
life cycle
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Agenda
© 2019 AVEVA Group plc and its subsidiaries. All rights reserved.
Problem Statement
Our Solution
Use cases
Case Studies
Operations Management
Case study
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●The supply chain is a balance of two key dynamic factors:
● Resource Availability Push (Supply) – What the mining company can
supply, how much and what quality.
● Market Pull (Demand) – What the customers want (product, quantity,
quality) and when they want it. How much they are going to pay for it.
These dynamics are constantly changing
Customer - Market Pull
(Demand)
Mining Company - Resource Availability Push
(Supply)
Value Chain Dynamics
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Customer Needs and business imperative
Legacy of Point Solutions for Supply Chain Management
Reference architectures
• Different Solutions for Planning & Scheduling
• Different Scheduling Priorities
• Different Process Models
• Different Constraints
• Different Optimization Requirements
• Different Maintenance Plans
• Opaque, Point Answers
• Needs Toolset Expertise
• Discourages Collaboration
• Prevents Process Improvement
• Slow Decision Making
• High Maintenance Effort
Gaps & Lost Opportunities from Point Solutions
ShippingPortLogisticsProcessingMine Operations
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Reason for Problem: Complexity & Risks of Point Solutions
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Our Industry Solution: Value Chain Optimization
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Our Industry Solution: Value Chain Optimization
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Prepare
optimized plan
Prepare operational
schedule
Prepare
execution tasks
Execute &
Capture tasks
Conformance
to shift targets
Conformance
to schedule
Conformance
to plan
Event Based
Daily/Shiftly/Hourly
Weekly/Daily
System of Records
Frequency Resolution
Yearly/Monthly
Weekly/Daily
Daily/Shiftly
Day of
Execution
@
@
@
@
Approver
Scheduler
Supervisor
Operator
Planner
Mining Value Chain OptimisationPlan – Do – Check – Act plan to execute workflow
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Value Chain OptimisationBusiness Workflow
Page 11Confidential Property of AVEVA and Schneider Electric |
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Value Chain Optimization
Short Interval Control - Use Cases
Closed loop task management
Break schedule down into task list with assets
Accurate assignment of operators through integration of live crew rostering informationPush task to employee mobile device (tablet / mobile) with SOP, and start-up procedures. Commence job notifications
Closing the loop with actual progress tracking against task, therefore against complete schedule and tracking to optimised planning target
Create Execution Schedule (Plan)
Final schedule goes through approval process to stakeholders to gather feedback including current status of equipment's and operators availability.
Promptly respond to unplanned events
Upon Downtime notification, notify scheduler, re-sequence subsequent tasks and alert downstream of alternative stacking plans
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Case Study: Demurrage Cost Optimisation
Challenge
● An Iron Ore producer required to match concentrate& pellet production at their magnetite operation to
Sales Orders in order to minimize demurrage costs,product quality variability, and delays associated
with Rail & Ship sequencing
Solution
● Unified Supply Chain Management (USCM)
powered by Spiral Suite, accurately modeled thephysical constraints of the system
● Optimize planning & scheduling across multiple
competing financial objectives
● Configurable platform for expansion beyond Rail &
Ship, into upstream (ore development)
Result
● Potential saving of $388K/day by optimizing demurrage costs
● Enterprise collaboration by eliminating departmental silos andpoint solutions
● Planning efficiency by eliminating redundant planning tasksusing a consistent platform across the entire value chain
Magnetite Operation
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Case Study: Production Planning Optimization
Challenge
● A Coal Producer required a short term planning solution tooptimise mine supply to contractual tonnage and quality
targets.
Solution
● Unified Supply Chain Management (USCM) powered by
Spiral Suite, to accurately model the physical supply chain,the FIFO blending in silos, and the contractual & physical
constraints inline with financial drivers
● Manage material movements for storage of coal and itsselective loading onto trains considering current inventory
states, pit delivery, rail plans and planned maintenance
● Optimise the daily operational planning process over short
term intervals
● Configurable platform to enable scenario analysis and extensible for longer time horizon planning
Result
● Potential saving of $215K per fortnight by optimisingblending sequence, quality and contractual targets
● Minimize penalties that could result from under deliveryof contractual targets
Coal Operation
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Roy Hill
© 2018 AVEVA Group plc and its subsidiaries. All rights reserved.Pag
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• Industry: Metals, Minerals and Mining
• Products: Demand Chain Planning and Scheduling (DCPS), Inventory Tracking and Quality Management
(ITQM), Delay Accounting (DA), Capacity Simulation Model (Pre-CAPEX Analysis)
• “We have a mine up in the Pilbara which is one of the largest mines in iron ore. We also have a
processing plant and from there we have a 344-kilometer railway that takes the product through
to our port operation where we load it onto ships at Port Hedland. So our mining operation is one
of the largest in iron ore. We have an ore reserve of approximately 2.3 billion tons of ore. We will
mine that at approximately one million tons a day and feed approximately 73 million tons per
annum into our crushing facilities, which then gets turned into 55 million tons per annum of iron
ore product.”
• Mike Lomman, General Manager, Demand Chain Planning
LEAR N MOR E
• Goals
• Build a green field iron ore mine, mine process plant, a heavy haul railway system from mine-to-port, new port facilities, and a Remote Operations Center
• Meet Roy Hill’s capacity of 55 million tonnes per annum(Mtpa) of iron ore
• Realize resource-to-market potential
• Challenges
• Optimizing end-to-end demand chain visibility from the pit tothe port across different time zones, from long term planning downto weekly scheduling
• Results
• Improved efficiency by streamlining mining processes
• Increased collaboration among different functions
• Optimized resource-to-market opportunities with real-time execution
• Created a high performance team connected by a digitized process
• Provided key financial insights into production slowdowns and outages
• Established state-of-the-art Remote Operations Center (ROC) coordinating everything from mine to process plant to rail and port… from 1,300 km away from mine site
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Roy Hill – Conceptual layout
© 2018 AVEVA Group plc and its subsidiaries. All rights reserved.Pag
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Processing MinePort & Rail
Execution (day of)
Scheduling (1 week)
Planning (3 months)
Value Chain
Time
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Production Optimization - Foundation for Value Chain Optimization
• Breaking down pervasive operational silos leveraging digital technologies
• Optimizing the supply chain, driving efficiency through the entire process, reducing redundant operations and maximizing utilization of operating assets
• Enhancing decision support and business agility with real time visibility
• Continuously improve conformance to plan and conformance to schedule leveraging analytics
• Increasing operational efficiency and plant productivity by empowering the mobile work force with access to information and collaboration tools anywhere and anytime
Mine Operations Processing Logistics Port Shipping
Horizontal
OperationsManagement
Ve
rtic
al
Process
Sensors &Actuators
ControlSystem
Supply ChainManagement
EnterprisePlanning
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Production Optimization– Stabilise and Optimise your operations
• Weibull Analysis to define Maximum Sustainable Rates (MSR)
• Stabilize - AMPLA Operations Management
• Downtime/ Delay Accounting,
• Production, Metrics and Dashboards
• Energy Management
• Optimize - Advanced Process Control
• Grinding, Crushing, Flotation, Smelting
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Built for Purpose- Mining Operations Management
Material Tracking
Asset Utilization
Energy Management
Material Tracking
Asset Utilization
Energy Management
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Scheduled Time
Calendar Time – Demand Loss Time
Start/Stop of Plant
Performance Time
Available Time – Performance Loss Time
Slow Running at Grind/Mill
Quality Time
Performance Loss Time – Quality Loss Time
Recovery loss at Tails
Available Time
Scheduled Time – Availability Loss Time
Start/Stop at of Feed
Losses Measured in“Tonnes or
Metal Tonnes”
Production Losses are translated to
“Hours Lost”
MMG Case: How OEE was implemented
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“The asset utilization project is already delivering
significant results. We have achieved around 10-20%
capacity improvement globally. Sepon and Kinsevere
continue to operate 12% and 34% above nameplate
capacity respectively, contributing a further 29,422
tonnes of copper production in 2015 compared to the
year ended 2014.’’
Dan Curry, Group Manager Processing Operations
The Company
MMG operates and develops copper, zinc and other
base metals projects across Australia, the
Democratic Republic of the Congo (DRC), Laos and
Peru. It also has significant exploration projects and partnerships across Australia, Africa and the
Americas.
Case Study Online
MMG OEE Case Study
Increase Production by 10% by Improving Overall Equipment Effectiveness (OEE)
Case Study: MMG
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© 2018 AVEVA Solutions Limited and its subsidiaries. All rights reserved.
Alumina Refinery• Ship (Bauxite) unloading
• Increased by 1 ship a year
• 0.45% production improvement
• $6.6M increased revenues
Zinc & Lead Filter Plant• 5 filter presses (4 Zn, 1 Pb/Zn)
• Increased utilization 78% to 94%
• 20.5% production improvement
• 100Ktpa increased production
Manganese Mine• Primary crusher to final product
• Targeted production rate loss
• 20% production improvement
• 600Ktpa increased production
Cement Plant• 2 Cement Kilns
• 50% reduction in stoppages
• 12% production improvement
• $1.6M increased revenues
Coal Operations• 8 wash plants and 1 port
• Targeted production rate loss
• 5% production improvement
• $200M increased revenues
Olympic Dam Mine• De-bottlenecking underground rail
• Increased availability by 3 hrs/day
• 18.7% production improvement
• 1.7Mtpa increased production
Disclaimer:• Names of some operations were withheld as the information was supplied to Schneider Electric only and not available in the p ublic domain
• Numbers provided for unnamed case studies were rounded (approximated) based on “best guess” commodity prices and annual produ ction levels
Glencore Hail Creek Operations• Train Loadout (TLO)
• 2 Coal Handling Preparation Plants (CHPP)
• 44% Reduction in duration of delays within CHPP• 48% Decrease in delay occurrences in CHPP
• 25 % Increase achieving Train Freight Incentive Scheme
Mining/Crushing:• BHP Iron Ore (Pit)• BHP OD (U/G)
• Illawarra Coal (U/G)• Kestrel Coal (U/G)
• Glencore Clermont (IPCC)• BMA Crinum (U/G)
Concentrators:• BHP Olympic Dam• BHP Cannington
• BHP Nickel West (All)• MMG (5 sites)
• Rio Tinto ERA• Kennecott Copper
Refine/Logistics:• BHP OD Refinery• BHP Nickel West KNR
• BHP Iron Ore Rail• Glencore NCA Pit-to-Port
• Glencore Hail Creek Rail • RT Alcan Gove Ship
Users:
BENEFITS REALIZATION IN MINING & METALS
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From supply chain to demand chain
Control Room
Island control systems
Operating in Silos
Central Control Room
Remote or On site
Standardization across operation
HMI, Process, Systems
Manage by exception
Centralisation of information
Validation, reconciliation, consolidation
Integrated Planning and operations optimization
Operations Command Centre
Integration of planning and scheduling
Complete Elimination of paper work
Closed loop Mining Execution system and Scheduling systems
Automated Stock yards
Collision Avoidance systems
(Onsite or Remote in case of multiple sites)
Business Intelligence
Comprehensive Pit-to-Port operations
Integrated Operations Centre
Collaborative environment
Feeding back Market demand into operations –
Demand Chain Management
Integration of the value chain
Forecasting, what if scenarios
Benchmarking
Autonomous systems
Moving towards business intelligence operations
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@avevagroup
ABOUT AVEVA
AVEVA is a global leader in engineering and industrial software driving digital transformation across the entire asset and operational l ife cycle of capital -intensive industries.
The company’s engineering, planning and operations, asset performance, and monitoring and control solutions deliver proven results to over 16,000 customers across the globe. Its customers are supported by the largest industrial software ecosystem, including 4,200 partners and 5,700 certified developers. AVEVA is headquartered in Cambridge, UK, with over 4,400 employees at 80 locations in over 40 countries.
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© 2019 AVEVA Group plc and its subsidiaries. All rights reserved.