Tag Archives: remote operating centres

Anglo American’s longwall automation milestone recognised in awards ceremony

Anglo American’s innovation-led approach to sustainable mining, FutureSmart Mining™, and a willingness to collaborate with industry parties, has enabled it to achieve a major milestone in longwall operation: 100% machine automation.

This work was recently recognised at the Queensland Mining Awards where team members received the METS Ignited Collaboration Award.

Billed as delivering a significant step change in the safety and efficiency of underground mining, the ability to remove people from hazardous situations at the face and, instead, relocate them to a purpose-built Remote Operations Centre (ROC), has enabled the company to deliver a breakthrough in performance being recognised across the underground coal mining industry.

Anglo American says the development of industry-first systems and technology for this project were completed through working collaboratively with partners including Restech, Aurecon, Komatsu, Eickhoff, Marco and GTick systems.

The miner achieved its first longwall shear fully controlled from surface in late 2018 at its Grosvenor mine in Queensland, Australia, with this milestone achieved on its Komatsu Mining longwall equipment.

Yet, it was the Moranbah North mine that became the first of the company’s three operating longwalls to achieve the 100% automation mark (pictured above).

This mine uses SL 900 shearers from Eickhoff, with a team of operational and engineering experts monitoring the longwall mining process from start to finish. These operators, located in the ROC above-ground, are able to analyse the data and drive safer operations, better decisions and achieve mining excellence, the company says.

Head of Transformation for Anglo American’s Steelmaking Coal business in Australia, Dan Reynolds, said Moranbah North has now become Australia’s most capable remotely-operated underground steelmaking coal mine, with the company’s other mines – Grosvenor and the recently-commissioned Aquila – following close behind.

“All three underground mines are now fully remote-capable, allowing operators to work from state-of-the-art ROCs on the surface of the mine,” he said.

Aquila, Anglo American’s most recently commissioned mine, is also remote-capable, allowing workers to work from a Remote Operations Centre above ground

Step change

The key drivers behind automating longwall operations were to improve safety by reducing personnel exposure to underground hazards; reduce operational variability, to deliver more stable operations and improve efficiency; and improve sustainability of operations, through ensuring automation resilience in various operating conditions.

Much of the technology required to achieve these improvements did not yet exist when Anglo American was considering such a move, and previous industry attempts at achieving sustainable autonomous and remote operations had fallen down, Anglo American said, due to:

  • Enablers not being defined to the level required;
  • Key operational systems being unavailable;
  • OEM operating logic not providing the required operational solutions;
  • The technology enablers not being available; and/or
  • The workforce not being suitably prepared.

Anglo American saw collaboration as a key tool able to overcome these issues, recognising that significant leaps forward in technology were required, including the development of various automation-enabling applications.

“Working with operational teams, the Underground Technology and Automation team developed a leading practice target operating model for integrated remote operations and automation and technology enablers after extensive workforce collaboration,” Reynolds said.

Anglo American says its Steelmaking Coal business has delivered a breakthrough performance in the development and implementation of autonomous longwall technology and remote operations for the underground coal mining industry

“It was identified early in the project that a step change in the supply of systems and technology would be required to achieve project goals. This was reached through working with the OEM and third-party technology providers, which ensured the technology and the software systems provided the solutions that met our mining requirements.”

This work required the team to work collaboratively across its underground operations and corporate partners to develop a series of industry-first safety and production systems that were required to “unlock” autonomous longwall operations, the company said.

The list of innovative, industry-leading processes and systems that the partners have developed, include:

  • A longwall remote operations framework
  • Autonomous shearer:
    • Auto duck – system solution
    • Auto gate road entry – system solution
    • Anglo Seam Steering – system/technology solution
  • Integrated remote powered roof support (PRS) control:
    • Integrated face controller – system/technology solution
    • Remote strata control – system solution
    • Enhanced logic solutions – system solutions
  • A Remote Operating Centre longwall system manager:
    • Integrated central interface solution for longwall remote management comprising:
      • Auto gate road entry
      • Anglo Seam Steering
      • Auto alerts
      • ROC reporting
      • Auto blockage detection
      • Longwall positional control
      • Creep management.

The high levels of collaboration between internal teams and third-party providers enabled these systems to be developed, according to Anglo American.

“The outcomes of this work are significant,” Reynolds said. “It is delivering a significant step change in the safety, stability and sustainability of underground mining.”

The company shed a bit more light on these innovations – many of which have been spoken of by suppliers and mining companies as the missing pieces of the fully-autonomous longwall mining puzzle – in its Queensland Mining Awards application.

“Auto duck”, for instance, allows the shearer to automatically cut under roof supports in challenging strata conditions.

“Auto gate road entry” involves the longwall shearer becoming more “intelligent”, using existing data from scanned files, PRS height data or manual measurements to determine the next cut height for the gate road.

“Seam steering” identifies whether the longwall is in or out of the coal seam by automatically detecting the tonstein band position. This, Anglo American says, is a valuable stratigraphic measure.

“Blockage detection” is conducted using eight cameras across the longwall face, which automatically detect if a face blockage is seen, alerting a ROC operator as necessary.

Similarly, “longwall alerting” sees a ROC operator alerted of potential events or issues. “Tailgate lag control” automatically identifies if the tailgate drive is lagging the face line, while “strata management logic” enables automation of shields.

The company says its Steelmaking Coal business has delivered a breakthrough performance in the development and implementation of autonomous longwall technology and remote operations for the underground coal mining industry.

MST Global on the rise of remote operating centres in mining

The spread of COVID-19 has seen renewed interest in remote operating centres (ROCs) and how they can be better managed to maximise efficiencies and reduce the number of personnel required on a mine site at a time, according to MST Global.

Rio Tinto was one of the early adopters of ROCs, introducing the world’s first fully autonomous haul trucks at its Pilbara iron ore operations in 2008 followed by the launch of an automated hub in Perth, Western Australia, in June 2010, which controlled its rail systems, infrastructure facilities and port operations, 1,500 km away from site.

In July 2013, BHP followed suit, opening an automated ROC in Perth for its seven Pilbara mines. Today, all the major players globally have introduced similar ROCs to their operations.

“As an underground mining technology provider, it has been an exciting time to be a part of the industry as we develop hardware and software solutions that help our mining partners through this digital transition,” MST Global said.

In a recent report, McKinsey & Company confirmed MST’s observations, citing, in the middle of the COVID-19 pandemic, mining executives had shown a greater interest in ROCs to unlock further value for their operations.

“As mining companies seek to mitigate the impact of the COVID-19 pandemic and act to safeguard employees, some have started to relocate around 15-20% of their on-site workforce by setting up ‘control towers’ to facilitate remote working (especially for non-frontline roles like subject-matter experts),” McKinsey & Company stated.

“This is helping the industry develop more resilient, responsive and flexible operating models suited to an increasingly uncertain environment.”

MST Global says it has seen this first-hand, with many existing and new clients reaching out to the mining tech provider to assist in streamlining their operations, and looking at ways to effectively increase remote work capabilities.

MST Global CEO, Haydn Roberts, said the discussion has also centred on the transition to a smart mine, where systems and processes in place on site work together to unlock greater value for ROCs.

“COVID has really focused our minds on the importance of having enough bandwidth underground and adopting IoT and digitalisation strategies so we can have a smart mine where our sensors and video cameras are connected, and we can operate in a remote way,” Roberts said.

“Remote operation centres have become really key because of all those things, so that’s driving the change.”

The challenges

Mining companies are admittedly still in the early stages of their digital transformation, continuously looking at ways to improve to deliver on objectives.

McKinsey & Company said: “Some companies have implemented cloud-based systems that aggregate site data into a single data lake that can be accessed, analysed, and visualised for decision support, creating a ‘room of screens’; other companies manage and actively control plant automation systems, fleet management systems, and remote-controlled machines from the ROC.

“The most sophisticated companies manage all these functions on a larger geographic scale, covering the value chain from end to end, optimising post-processed ore logistics and port facilities used by multiple mine sites within a region, with regional parts and supply warehouses monitored across multiple assets for supply-chain optimisation.”

McKinsey said while the technology adoption was “the easy part”, its research revealed a common challenge: “insufficient emphasis on and investment in developing a robust change-management strategy and subsequent implementation.”

It highlighted the importance for leaders to set clear expectations of bottom-line impacts from ROCs to measure value and the need for a new decision-making structure to allow ROCs to reach their full potential.

“Without a new mandate, a new way of working, and a new decision-making structure, the ROC staff will struggle to capture the frontline team’s attention,” the report stated. “And, although the ROC is implemented and functional, it never reaches full potential for value. Without a conscious focus on organisation, a ROC can be counterproductive, creating redundant organisational structures.”

It added careful consideration must also be given to data and systems reliability, location of primary physical storage infrastructure, back-up systems and having a robust cybersecurity approach to protect ROCs from potential threats.

“These decisions can impact connectivity, bandwidth, and latency, each of which must be sufficient to enable the ROC to effectively control on-site operations in real-time: for example, adjustment of plant processing parameters or remote control of mobile equipment and process optimisation tools, such as machine-learning algorithms,” it stated.

“With the right technology foundation, the ROC can function as the analytical centre of excellence, setting data standards, creating and updating analytical optimisation models, building analytics capability and driving partnerships to co-develop solutions aligned with the new planning process for optimising site-level profit. Such actions can move the organisation toward new ways of thinking about hierarchy, decision rights, and ways of working.”

Digitalisation: what this means for jobs

There was also the issue of jobs, and how transitioning to autonomous operations and ROCs will impact workers on site.

MST Global’s Roberts said from his experience, so far with ROCs, this wasn’t something the industry should be too concerned about.

“I know some people talk about a fear that we’re going to take people out of mining and people will lose jobs,” he said. “I actually see the exact opposite of that. I think it is going to bring more people together in more meaningful work, more productive relationships.

“We’ll focus on things that will bring a new lease of life to mines. Yes, we will remove people out of harm’s way and perhaps machines, but the amount of upside there is to actually work with these solutions, from AI to big data analysis to automating and adopting more smart sensors, this is going to create a more interesting future for a lot of people.

“Mining is not going away. We obviously have to adapt it and change it to these new technologies and solutions that we have available. The people that we’re bringing into this industry expect that.”

MST Global concluded: “At MST Global, we are proud to be helping our mining partners globally embrace the transition to the smart mine and ROCs – no matter where they are at in their journey – through our leading software and hardware solutions.

“Our brand-new software platform HELIX helps underground miners create a complete digital ecosystem underground, connecting all their hardware and third-party integrations into one single platform that provides real-time data anywhere, anytime, on-site or thousands of kilometres away in a ROC.”