Planning for the Unprecedented
Contributor:
Mining IQ
Posted: 08/05/2012 12:00:00 AM EDT | 0
Posted: 08/05/2012 12:00:00 AM EDT | 0
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Mining IQ speaks to Daniel Dakiniewicz, Mine Planning Engineer at Fortescue Metals Group about his experience in dealing with unprecedented events and the importance of improving risk management plans so you’re not caught on the back foot.
Daniel speaks from personal experience, after he played an integral role in getting plans back on track after a land slip at a site he was working on.
We’re about to talk about your experience dealing with an unprecedented event. Can you give us a summary of the types of incidents it can refer too?
It’s impossible to list all unprecedented events we can “expect” in the typical open cut mines, but we can group them at least in few categories: mechanical, geological, geotechnical, environmental/nature and human error related events.
I think the human errors related events are the most difficult to predict and quite often take us by surprise. In terms of the mechanical issues mining industry made a huge improvement in recent years but one question still remains: if we can’t avoid it, what can be done migrate the potential consequences? More or less, I’ve had a chance to deal with all mentioned groups in the past, but most of all, geotechnical events (wall failures and slips) taught me biggest lesson in my life.
How can open cut mines be better prepared and plan a more proactive response to events such as this rather than depending on a reactive response as an event happens?
As an engineer and mine planner, one thing I hate most is to be caught unprepared for plan B or even C in some cases. I think we all agree that there are “real, impossible to be predicted” events (like machine breakdown caused by human mishandling) and on the other side, unprecedented events - results of high risk options we tend to choose trying to keep production costs down. It’s feasible, to some extent, to control or be prepared for the “real” events but at least the “risky” group shall have no excuse – and that’s where lots of mine planners falling short.
Of course, foreseeing everything that could possibly happen is impossible, but as we do with hazards, we can and we should apply some control or risk management techniques into those situations which can be somehow predicted.
What impact did your experience have long term, how did you manage and communicate alterations to long term plans?
It makes a whole difference for people working under our supervision or following our plans to know that there are certain factors taken into account to reduce their vulnerability and if something happened, there is an always “plan B” ready. It helps to reduce inefficiency caused by ideas of a different individuals coming with an “alternative” plan who could have no knowledge what the “big picture” actually is and causing only confusion and chaos.
What is expected from us as managers, supervisors, leaders, is to clearly define responsibilities, obstacles, boundaries and directions where the business is still heading to and inform relevant parties what’s expected outcome we’re looking for. In most cases, any alteration to the short or long term plans has its own consequences, so being realistic and honest with ourselves and all stakeholders about possible implications shall never be in doubt! Long term plans shall be re-evaluatable and different strategy or approach shall be taken if necessary!
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