Digitalisation & how it can be harnessed in the Zimbabwean Mining Industry
We are in a period of global digitalisation in which the industry is in the throes of digital transformation that is mainly accelerated by the exponential growth of smart technologies.
By Canaan Joseph Saurombe
This has and will continue to increase global competitiveness particularly in the production industry. It is obvious that our Zimbabwean mining industry has been in the bottom quartile of global cost competitiveness. Thus, there is a need to adopt systems that will allow an increase in profitability, reduction in costs, control of operations, optimize and enhance effective processing strategies.
The industry is welcoming the inception of the “fourth industrial revolution” which produces with the help of smart
technologies, smart machines, smart products and services as well as new interaction models among other things. This exceeds beyond simply automating production. The revolution has come along with a lot of digital technologies to assist miners in their work. For instance, fully and semi-autonomous robots, increased use of artificial intelligence, drones, digital twins, 3-D and 4-D printing, augmented and mixed reality virtual. This has collectively given the mining industry about 5 major aspects/ pillars which are believed to be very effective to the development of the Zimbabwean mining industry through their effectiveness from mine exploration and valuation, through mining ore processing and metals production and downstream sales and distribution.
Visualisation and Alerts;
This is one of the five major components brought about by digital technology. Mining companies can increase productivity, reduce costs and improve production and safety quickly and effectively through the visualisation of data across the entire value chain. It helps to create a connected mine in which there is the enablement of visualization of data from mine to market. Data can also be tapped to allow mine managers, operators and head office to have clear real-time visibility into their entire production without having to be on the field. This will improve plant visibility for operators, whereas their fast access to relevant information in real-time will have a direct impact on uptime, production output, quality and safety.
Analytics and dynamic scheduling enable mining companies to quickly resolve and predict unwanted situations using advanced algorithms, modelling and remote expert assistance. Digital technology has opened room for the invention of machine learning algorithms. Through these, miners can feed algorithm or basically commands on a
machine using real-time data and analysing historical data, which allows miners to derive future insights into performance, health and safety, and mineral characteristics. When this information is combined with dynamic scheduling solution it becomes proactively feasible to;
•Control mineral characteristics through drill and blast enhancement and improved blending to meet the required output with the specified grade.
•Enhance asset health through predictive assets maintenance
•Improve the safety of workers, mine equipment and the environment through fatigue monitoring as well as people and asset tracking.
Digital Twin.
It has always been difficult to align strategic and real-time plans and schedules in mining companies due to various factors which include differences in methodologies, processes and technologies used. Digital twins offer an immersive virtual environment that merges short, medium and long term planning horizons to help miners make value-driven decisions across a range of operations from boardroom to mine site. Virtual makes it possible to run several test works in process sections such as crushing and conveying without affecting the already running production process. With the use of virtual and augmented reality, mining companies can create environments that can perfectly mimic physical running locations. Imagine having to train employees in virtual space about what they will experience in real space. This will allow an effective practical training of employees in an environment that is exact to the one they will be expected to make effective decisions, except, it won’t be as dangerous and risky as the physical space.
Integrated automation across the value chain will enable mining companies to solve a variety of critical business issues even faster and more intelligently. Analytical models based on real-time are developed which produces reliable results that miners can use to validate and automate decision in the next process. This brings about a
system known as “virtual handshake” in which information from one process is automatically transferred to the next, fanning out to fine-tune processes based upon the earlier automated decision making. Generally, this system bypasses the risk of human error recurring upstream in a continuous process, which might cost the company a loss.
An environment that merges short, medium and long term planning horizons to help miners make value-driven decisions across a range of operations from boardroom to mine site. Virtual makes it possible to run several test works in process sections such as crushing and conveying without affecting the already running production process. With the use of virtual and augmented reality, mining companies can create environments that can perfectly mimic physical running locations. Imagine having to train employees in virtual space about what they will experience in real space. This will allow an effective practical training of employees in an environment that is exact to the one they will be expected to make effective decisions, except, it won’t be as dangerous and risky as the physical space.
Integrated automation across the value chain will enable mining companies to solve a variety of critical business issues even faster and more intelligently. Analytical models based on real-time are developed which produces reliable results that miners can use to validate and automate decision in the next process. This brings about a
system known as “virtual handshake” in which information from one process is automatically transferred to the next, fanning out to fine-tune processes based upon the earlier automated decision making. Generally, this system bypasses the risk of human error recurring upstream in a continuous process, which might cost the company a loss.
Cognitive Network; this is probably the next generation of technology. It comes as an initiative of artificial intelligence which will provide people with a way to interact with technology and create an environment that is self-improving, self-learning and self-controlling. This will drive true transformation across the mining value chain.
It has been estimated through the world economic forum that mine digitalisation could channel a saving of $373billion by 2025 through raising productivity, reducing waste and keeping our mines. This means, since we have our mandate as Zimbabwe mining industry reach a $13billion industry by 2030, then we have some digital
harnessing to do because an increase in productivity is certainly what we need.
However, in order for us to effectively harness digitalization in our mining environment and nation at large we need to include collaboration between government, public-private sectors, education sector, banks and other various stakeholders. For example, companies can invite stakeholders to create joint digital-mining innovation hubs and incubators and codevelop infrastructure and technology to lower capital costs and reduce investment risk.
It is a well -known fact that there is a great need to create employment in our nation, this somehow conflicts with the need to become relevant to the global economy. This is the reason why most African governments, Zimbabwe included have been sceptical about digitalisation. There is a huge outcry that digitalisation is here to replace people however, this is not the case, digitalisation but it requires a various set of skills to operate equipment and optimise
industrial processes.
The young generation depends on technology, it is not even surprising to see a child operating a mobile phone, tablet and computer thus, this natural skill can be upgraded by introducing and building learning around digital technologies from an early age into school curriculums. It entails a review and updating of the education curricula at primary, secondary and tertiary levels. This will create a responsive education system which is what we need to be able to catch up with digitalisation. We can draw a lesson from Kenya which restructured it’s learning curricula and introduced Secondary School Practical Open-Source Curriculum (SPOC) which is training school students to code. Currently, in Zimbabwe, there are many training schools but less of them focus on entrepreneurship. The upcoming generation needs to be adaptable and have an open mind-set. If the government embraces technological developments and encourage the engagement of the youth with the mining sector there is an assurance of a bright future of our mining industry. However, more needs to be done especially at the regulatory level to increase affordable internet access so that more people can participate in the economy of information.
If we embrace technology-enabled mining, we will realise major improvements in productivity, workers’ wellbeing—and revitalise the industry as an engine of value-creation, employment and growth. The time has come for the Zimbabwean mining industry to create change by combining operational excellence with innovation, grow trust, take risks, think big and move fast.
Canaan Joseph Saurombe is the founding chairperson of Core Miners Association he writes in his own capacity,
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