based solution to ensure business continuity. This includes a
back-up facility for port and rail controllers and maintaining
minimal on-site control room facilities and expertise at site for
mine control operations.
“
The IROC represents a major milestone in iron ore’s
technology journey,” Mr Wilson said. “It took only 22 months
from the concept study phase to becoming operational, which
is a remarkable achievement given the technology and people
change required.”
Providing opportunities for employees
Almost 300 personnel work as part of the IROC, with the majority
located on the control floor itself and support staff situated on the
floors above.
The establishment of the IROC has provided a number of
opportunities for the development of staff, who are the key drivers
behind optimising the IROC’s capability.
“
Technology is only an enabler,” Mr Wilson said. “It is our
highly capable people, the best in their field, who are relentlessly
driving improvement. Given the scale at which we operate and the
capital intensity of our operations, the key focus of innovation is
the opportunity for the application of new technologies that make
us more competitive and efficient. We take the view that only a
holistic approach which considers people, process and systems
will deliver benefits from a technology-enabled transformation.”
The majority of employees in site-based positions chose to
move to Perth-based roles when the new IROC became operational,
with the remainder of the IROC team recruited both externally
and from within the organisation. Building a cohesive team was
an integral part of establishing the IROC as staff adapted to their
new environment and began working more closely with teams
that were previously located across multiple site-based operations.
The control floor is ergonomically designed to suit the needs
of its workforce, which operates in continuous 12-hour shifts
on a roster system. All operators’ workstations can be adjusted
to sitting or standing position, with lighting, climate and noise
control design elements incorporated for maximum comfort.
Leveraging technology to drive productivity
The IROC presents a number of opportunities for system and
process improvements that will deliver significant benefits for
BHP Billiton’s iron ore business. Production throughput will be
increased through reduced variability and better management
of product flow, buffers and constraints across the supply chain.
The centralised view of the iron ore supply chain allows for more
rapid problem solving and speedier recovery from disruptions,
which means impacts to production are more effectively
managed. The co-location of key staff from mine, rail and port
control facilitates improved collaboration and sharing of best
practise across the various operations, improving the retention
and leveraging of knowledge within the organisation. The IROC
also presents a natural platform to roll-out new technologies and
initiatives across various areas of the business.
Next generation mining technologies
BHP Billiton continues to invest in technological innovation and
to explore mature, proven technologies that can add demonstrable
value to the business. The use of autonomous haul trucks has been
trialled in BHP Billiton Iron Ore’s New Mexico coal operations
since mid-2011, and is currently being trialled at the new
Jimblebar minesite in WA. The use of autonomous technology has
the capacity to deliver significant improvements in safety and to
increase predictability and productivity at operations, as well as
provide new employment options for staff.
BHP Billiton Iron Ore will also introduce the latest technology
at their new Ore Car Repair Shop, to be located at the Mooka
marshalling yards, 30 kilometres south of Port Hedland.
Unmanned, battery-powered Automatic Guided Vehicles (AGVs)
that move materials safely along a pre-defined path will deliver
improved productivity and significant safety benefits, and
represents the first time that AGVs will be used in the business’
Western Australian iron ore operations.
Official opening of the IROC on 2 July 2013
(
L-R) Dominic Collins, Manager Control Mines; Dean White,
Head of Integrated Operations; Jimmy Wilson, President Iron Ore;
Colin Barnett, WA Premier; Teresa Ogden, Superintendent Port
Control and Cecilia Haddad, Manager Scheduling
Leading-edge technology at the IROC
Minesite 2013
•
33