2009 – AusIMM, Tenth Mill Operators Conference, Adelaide SA


The resource sector is conservative industry and people are resistant to change. The
methods and procedures used to implement changes in process plants ultimately
determine the success of such changes. The financial managers have a large say in
where money is spent and the technical personnel must justify the cost and benefits
for any expenditure. There are also others who believe it can’t be done-“we tried
that”. Implementing change needs a ‘champion” who can assess the risks, plan,
define the objectives and scope, set the goals, determine the key performance
indicators (KPIs) and stay focussed. This also requires preparing a budget and
schedule and measuring against this. Contract management, reports and reviews are
part of the implementation. Several case studies are given as examples of the
implementation of process design changes to highlight the critical aspects involved.

Read the paper here