The geology report, feasibility study, and mine plan look great. Why do so many mining project start-ups fail to perform? Most mining companies put a great deal of emphasis on the nature of the reserve, the mine plan, the extraction process to be used, and the process plant design—obviously all very important. Even when large, highly regarded engineering, procurement, and construction firms develop the project, operating results are very often disappointing. In this paper, we explore the role of Operations Readiness on the financial impact of mining project start-ups. A relatively small investment in operations readiness produces a huge financial return. Many investment firms, as well as mining company senior executives, fail to consider this important factor in operating success.

Effective plant-specific computer-based training (CBT) used in a formal training program can make the difference between a successful start-up and a failure. Or, in the case of an existing plant, it can make a huge difference in the effectiveness of operating results—particularly if turnover of experienced personnel is a factor. Once the plant process design and control strategies have been established, equipment has been ordered, and the plant is either operating or under construction, the only major variable affecting success is the capability of plant operating personnel. It is essential that the myriad details concerning plant operation are documented in a comprehensive CBT system suitable for training the non-technical personnel who will operate the plant.