Telemetry in the Mining Industry

Abstract

Telemetry Systems in Mines has dual purpose meant for measurement of physical parameters as well as
to control impending dangers. The Telemetry used in mines is of wired system and continuously indicates
the presence of both explosive gases like Methane and noxious gases like Carbon monoxide. The
Telemetry also indicates the continuous value of Air velocity and the status of underground machinery
like booster/auxiliary fans, pumps, coal cutting machine etc. The paper indicates the type of Telemetry
required for Indian mines and the present status in Indian coal mines. It also indicates telemetry
required for non-ferrous underground mines.

Telemetry is the remote measurement of any physical input and the subsequent sending of that
information through a communication channel for later registration, control and monitoring. Any
telemetry system has at least three parts: the physical input to measure, a communication channel and a
control unit. As defined by the GMG, telemetry is an automated technological process for
communicating measurements and other data between remote locations and receiving equipment.

A telemetry system uses a transducer or sensor as an input device, a wireless or fixed transmission
medium, signal processing devices, and data storage or display devices. The transducer converts a
physical input such as temperature, pressure or time into a corresponding electrical signal, which is
transmitted from a remote location for measurement and recording purposes.

For underground mining equipment the physical inputs to be measured vary depending on the
equipment and the registration objectives and each of these variables are unique. Variables that might
be measured for a Jumbo, LHD or a low-profile truck, for example, could include temperature, motor
RPM, motor horometer readings, and fuel consumption. The system also records information such as
percussion hours, percussion pressure in the case of Jumbos, or oil transmission pressure for LHDs and
trucks. The telemetry solution for underground fleet management developed by Sandvik is called My
Sandvik and its architecture is shown in Figure 1.
2.1 On-board hardware

Data is recorded through an on-board device called the Knowledge Box, which collects information

with sensors from the equipment and translates it into a code for database registration. The Knowledge

Box is a rugged industrial PC, with built-in Wi-Fi capability. It provides near real-time communication for

collecting essential equipment data for production, condition, and equipment utilization monitoring. The

Knowledge Box generates a compressed data file every 5 minutes (by default), which contains the signal

data collected from the equipment, and which varies by functionality. For example, fast varying signals

such as engine RPM are sampled every 5 seconds. Additionally, it is designed to ‘store-and-forward’ the

data collected, and automatically uploads the data file to the server when the equipment comes into

Wi-Fi coverage.

2.2 Mine network

The current trend for communication channels is to have wireless coverage in the areas of operation,

however factors such as distance, sectors with little service availability and/or difficulty in access must be

considered. Benefits of Wi-Fi include the flexibility of not having cables, its low cost, and the possibility

of viewing the information later on a tablet, laptop, or other mobile device.

At present, the Sandvik Knowledge box supports IEEE 802.11 b/g protocols (i.e. most commonly used

standard wireless devices for home, office and industrial applications). The Wi-Fi access points used for

monitoring need to support these protocols.

To provide up-to-date data from the equipment, it is recommended that the equipment should come

within the Wi-Fi coverage area once per cycle (in the case of loaders or trucks) or, at minimum, once

per shift. To achieve communication that is closer to real-time, Wi-Fi access points can be installed

throughout the production area, although this is not usually necessary.

2.3 Data transfer to cloud

As a cloud-based solution, My Sandvik requires the equipment data to be transferred to the internet

cloud platform. Therefore, data security is critical and encryption is used whenever data is transferred to

the cloud platform.

For improved user experience, and faster data transfer to their cloud platform, Sandvik recommends

installing the ‘FDM Dispatcher’ application on a server. The FDM Dispatcher application acts much like a
buffer. With a single security authentication, the FDM Dispatcher allows simultaneous transfer of
multiple data files to the cloud platform.

2.4 Cloud platform

The control unit is responsible for receiving the transmitted information, processing it according to
builtin business logic and then sharing it on dashboards and monitoring tools in real-time. Through the
My

Sandvik portal, users can access the cloud-based monitoring system from any device with Wi-Fi access.

Monitoring and reporting take in to account the following factors:

• Equipment production, productivity and performance reports

• Utilization reports, equipment operating status with a defined time horizon

• Alert reports, warnings and operator events, limits and warnings regarding the defined equipment

parameters. Additionally, verify and improve practices in equipment operation

• Signal equipment reports, descriptive information on machine health broken down by equipment

type and major components. This is especially relevant for maintenance planning and diagnostics

Telemetry is a clear example of a connectivity application between physical and digital worlds with a

focus on improving productivity, efficiency, security and business profitability. In the past, and in some

cases even now, engine hours for LHD production equipment or the hours of equipment used must be

manually recorded, even though technology is now available. The change to telemetry systems would

optimize these process chains and more effectively focus resources and decision-making by providing

relevant analysis based on reliable, real-time information.

3 Implementing a telemetry system

The monitoring of equipment through telemetry in mining, with its real-time analytics, has quickly

become an important support tool for informed decision making where data is a valuable asset. Today,

many operations continue to operate in the “old school” way, by manually recording equipment data and

operations, with no measurements that allow control based on quantifiable data. Manual recording of

operational data, excessive paperwork, and lack of periodic controls on variables and critical processes
are just a few of factors that have increased maintenance costs. Moreover, they can tribute to
component life or component failure and affect equipment availability issues. In enterprises where
Sandvik technology has been deployed there has been a mitigation of these affects.

Data capture and logging, until recently, was not efficiently manageable in large volumes. The technology

has continuously advanced and now facilitates efficient information management and business
intelligence platform use without human interaction and/or manual records. Resources can now be
focused on systematic analysis and qualitative expert judgment of information already captured and
processed, as well as on advanced predictive algorithms based on historical behavior patterns. This
process eliminates manual data capture, potential data processing errors, and information corruptibility,
while at the same time addressing possible loss issues and security. While this technology has a general
impact within the organization, the areas of maintenance and operations are the main beneficiaries of
these single sources of input for equipment operation. This becomes apparent in a case where
management utilization reports are generated manually for an active fleet of equipment. There may be
the assumption that the source of information is the same, when in fact the report results have no
relationship. This can generate controversy; waste time and credibility can suffer. The effects are
multiplied as this misinformation reaches higher levels of the mine management, which has a more
complete perspective on operations.

Sandvik’s vision and experience are in complete alignment with the Global Mining Guidelines Group

(2019), based on Short Interval Control (SIC). This lean process approach delivers a series of guidelines.

for gradual implementation, with efficient and effective resource allocation subject to a continuous

improvement process (PDCA, Plan-Do-Check-Act). One of the central components is the periodic review

(three or four times per shift) of the actual versus planned results in order to check for deviations and

adjust the target. This is how waste is minimized and productivity increased.

In addition, it is important to identify the maturity level of technology within the organization, so that

a base level from which to continue working on information, integration, automation, and analytics

for decision-making, among others, are clearly established. Telemetry systems often interact with other

platforms, whether they are location tracking modules of equipment, people or other systems that

require some deliverable input which they must generate. In many cases the pre-implementation project

interviews indicate that the company is not yet prepared to take the steps to digital transformation, but

first must solve a number of problems to meet the requirements. In these cases, it is more convenient to

take a step back than to move forward. In other words, the company should allocate resources to work

on the preliminary requirements identified and not divert them toward a digital solution for which is not

ready.

The following implementation model considers three fundamental stages of an SIC technology project.
3.1 Current stage (“As-Is”)

To start, it is essential to diagnose the current operational scenario of the mine and its primary
characteristics.

It is necessary to be clear about the projection of the operation and mine life, safety conditions, day-
today operating conditions, strategic projections and targets, and resources and assets available
(processes,

equipment, people, software, hardware, management platforms, spare parts, supplies, tools, etc.)

According to the SIC (GMG), the objective is to adapt to changing conditions while remaining as close

as possible to the plan. This entails a continuous drive toward improvement based on data and recorded

events in order to ensure that the operational plans are based on the most complete and precise
scenario.

It is essential to prioritize the equipment monitoring data that is needed to meet the goals and
deliverables

that have been committed to. Many companies perform a manual data capture of the operational

conditions and of equipment data on log sheets, which are then transferred to an Excel-like information

sheet. No doubt the probability of error, corruptibility and loss of information is high. Added to this is the

fact that on many occasions there is no defined periodicity nor is there a formally established equipment

monitoring process. It is necessary to have clarity for all the information mapping, from its origin,
through

its flow, and to its final destination. It is critical to identify, or to have:

• The origin of the data and who is responsible for recording it.

• The data entry format.

• How often data is collected.

• How data is captured and delivered.

• The ability to understand, analyze and leverage the information generated.

• IT infrastructure, such as Wi-Fi UG network coverage.

• Personnel that are knowledgeable about the process and new technologies, such as telemetry.

• A staff profile for those to be involved in the process.

• The opinions and positions of operators, shift managers, maintenance staff and senior managers

on including technologies in the operation.

• The types of existing controls (e.g. standards, protocols) or governance (e.g. meetings, event
triggers) that influence how, when, and in what format data is generated.

• The output data format and destination (for example, the interaction and relationship with other

areas and/or processes).

The existence of goals, processes, managers, reports and process management by KPIs. For

example, check for defined reports and goals and of availability and utilization of equipment by

fleet type, loading and hauling fleet fuel consumption, and for meters drilled by shift in the case

of Jumbos.

• Improvement action plans in response to plan deviations that are shown by the periodic reports

(during the shift, at the close of the shift, by day, by month).

• Benchmarking from other mine-operations and identification of the maturity level of the operation.

3.2 Gap analysis and target identification

At the next stage, gaps between the current situation (“As-Is”) and a desired future (“To-Be”) must be

identified by performing a comparison study of similar industry operations. In particular, the level of

existing maturity versus the aim are critical. For the maturity level of a SIC implementation, the GMG
sets

useful guidelines with 6 levels. Maturity levels are described on Figure 2.

Most telemetry project implementation cases start at level 1 or level 2. The idea is to design a gradual

scenario that advances over time, continually adding value to the process and ultimately achieving the

goal.

Level 1: Basic. Manual data capture and end-of-shift reporting.

Level 2: Foundation. Includes some digital data capture, though not in real-time; no connectivity
between systems.
Figure 2 Short interval control (SIC) system maturity levels

Pilot and simulations as an alternative to starting point

Prior to the formal implementation of a telemetry system an intermediate step is possible in order to
gain

experience and maturity in the fleet management technology. Several operations have chosen the
option

of simulations and pilot projects. Both options offer a fast track evaluation of the technology and greater

familiarity with the scope of the main requirements and further deliverables that could be addressed.
Pilot

tests are set up with a defined operating time, selection of a representative fleet to monitor and target

definition. Once the pilot test is finished, a result review workshop is held for feedback, and the results

are extrapolated to another situation depending on the user’s acceptance. While pilot projects are useful

for the purposes described, they are recommended for evaluation periods of not less than 6 months,
due to the length of start-up and adaptation periods.

A pilot project is currently underway on a massive underground operation in Chile, in which a series

of data diagnostics were carried out in the first stage. A work plan is being generated to expand the

possibilities of more intensive use of the tool in order to bring the organization to a higher maturity level.

Customer feedback has been positive in the sense that the data being generated can answer several

questions that the operation currently has. The main focus was to show the potential of the collected

information and how to interpret and use it in a proactive way for operational and maintenance
decisions.
A fleet of 17 LHDs was selected for an information log review for a period of around 1 week (from

January 24 to January 30) to verify operational indicators and health information from each piece of

equipment. The following drivers were analyzed:

• Utilization. Operating status of LHDs over a week of analysis.

• Alarms/Events. For engine delayed shutdown interruption and safety violations as a result of

inappropriate equipment operation that could cause component damage.

• Signals. 80/20 descriptive information analysis of transmission oil temperature.

Relevant operational and equipment condition data was collected by the on-board knowledge box, and

then transferred and stored in a cloud database to be analysed. Some dashboard examples delivered by

the telemetry application and shared with the customer for further discussions are summarized in the

following section.

3.2.1 Safety violations

Main concept: Inappropriate operation of the LHD during tramming, including the following operator

events highlighted in figures 3 and 4:

• Braking violation: brake and throttle pedals are pressed, and the travel speed is greater than 5

km/h for 5 seconds.

• Freewheel in neutral: the travel speed is greater than 5 km/h and the neutral gear is selected for

3 seconds.

• Parking brake violation: the travel speed is greater than 5 km/h when the parking brake button

is pressed.

• Speeding: travel speed is greater than 20 km/h for 5 seconds.

Probable Impact: Excessive events can cause premature damage to brake discs
Potential Improvement Actions: According to figures 3 and 4, several events were register during the

analyzed period and a major concentration is in LHD1. Therefore, a special operator training campaign

could address correct equipment operation and reduce the number of events. The study also offered

insight into the frequency with which operators exceed the speed limit. This information is very
important in terms creating culture of safety at the mine site, for eliminating hazards and accidents

3.2.2 Alarms for engine delayed shutdown interruption

Main concept: Inappropriate shutdown of the engine affecting the turbo, including the following
operator

events highlighted in figures 4 and 5:

Type of alarms considered:

• Chair 68 - Delayed engine shutdown aborted. Door open!

• Chair 69 - Delayed engine shutdown aborted. E-stop active!

Probable impact: affects the state and cycle life of the turbo

Potential Improvement Actions: According to figures 4 and 5, several registered events showed an

increase over the week as well as more cases in the first 5 LHDs. Therefore, special operator training

campaigns could be address correct equipment operation and reduce the number of events.

3.2.3 Transmission oil temperature diagnostic

Pareto analysis:

• Middle 142- 143: transmission oil temperature, high warning → 37%.

• Middle 51: steering valve signal wire broken (no feedback) → 9%.

• Chair 28: E-stop activated → 9%.

Below are recommendations for further actions.

Middle 142-143: The current value of the temperature sensor is very high:

• Check filter status and oil analysis

• Check for leaks and transmission oil level

• Check main transmission pressure (240 to 280 PSI)

• Perform working pressure tests on gear and speed drums (without pressure drops of minus 5 PSI)

Alarms: Figure 8 shows transmission oil temperatures registered during the week of analysis based on
the pre-established alarm and warning limits which triggered the signals.

3.3 Future state (“To-Be”)

Once the current situation has been identified, it is necessary for all the stakeholders to agree on the

meaning of a successful implementation with SIC. Because the SIC model is based on continuous

improvement at short-range intervals, revisions needed because of deviations (identified with real-time

information) are made at shift closing or during the shift, closing the issue. Ideal future situations could

include:

• Mapping of the desired structure and flow of information.

• Process automation levels and definition of future KPIs for process control.

• Comparison to existing KPIs.

analysts, mine manager, operations manager, maintenance manager, etc.).

• Integration with other platforms (IT systems and upgrade plans).

A detailed schema with suggested actions to be addressed is shown below in Figure 9. The 3 relevant

drivers to take into consideration for a technology project like telemetry assessment are: people, process

and technology. Nowadays the success of any digital project implementation should take into account

change management and how these three variables work and depend on each other. Is not only about

the availability of technology, and it is not just a “plug and play” process. It is more about human

behavior and how people integrate technology into their operations.

3.4 Activities impacted by SIC

Some activities and processes that benefit as a result of the SIC implementation are described

below:

• Short-term plan. Planning becomes more efficient, evaluating input productivity information and

equipment availability in real time.

• Planning and execution. Potential integration of complementary processes and platforms.

Planning the task detail assignments for certain resources (process, operator, equipment, fleet) to

comply with the plan. Execution is fed back from an equipment monitoring platform with realtime
production, which is recorded and shared via a control room. The impact of this information
is assessed, and short-term plan changes verified.

• Maintenance plan. Facilitates the preparation of future maintenance plans with descriptive health

and operational equipment information registered in the monitoring system. The goal is to have

maintenance guidelines with a look toward preventive maintenance that prioritizes change of

critical components according to real-time operating information. For example, the life extension

of equipment and major components and the optimization of spare parts management in terms

of timely sourcing and efficient storage could be achieved.

• Measurement. Data recording is carried out automatically from sensors and on-board equipment,

and tablets feed information directly to a database without intervention from third parties. This

ensures confidence in the quality of data in contrast to a manual operation. Similarly, out-ofservice
equipment health alert information could result in a change in the production plan or a

recognition of new safety issues,

• Analysis Approach. As opposed to administrative or data capture tasks which do not add value to

the process. Real-time information (depending on the refresh rate) with different aggregation levels

over time (shift, day, month, year) and historical data records. Global vision of fleet equipment,

with the possibility of detecting patterns and isolating particular behaviors agilely. Performance

data is available so operators can track their progress with respect to the plan, frontline managers

can track plan delivery (the short-term plan) and other stakeholders can ensure that short-term

plan execution is transparent.

• Decision support. This process undoubtedly benefits front line supervisors, shift managers and

operators, allowing them to make decisions based on quality and real-time data. Improvisation is

set aside, and corrective actions can be made in the moment. An expert approach to adjustment

for deviations in a short-term production plan or a potential early diagnosis of equipment that is

out of service can be taken.

This implementation process has a cross-cutting approach to three interrelated central axes, which

should be identified and considered in technological implementation project. These are: technology,

people and processes. Based on Sandvik’s experience in the implementation of such technologies,
critical

success relates to focusing attention on and tracking these three variables not only during the project

implementation phase, but once it has been delivered and also later as its use matures. The following
are

several key points identified through user interviews at different phases of telemetry project
deployment:

• Technology. Today’s telemetry technology is proven to work with the large amount of data

available for direct use and transformation. Advancement continues in platform integration,

sensor accuracy levels, real-time data measurement and capture, and data transfer fluidity from

equipment to the visualization and analysis platform. There are two recurrent consultation and

acceptance concepts, and the first is interoperability. A complete fleet of underground equipment

can now be managed by support teams with the same web platform, regardless of the company,

model, or type. The second is bespoke reports by level of information and specific role. The needs

and details vary from one role to another, and time is golden, so it needs to be used efficiently

and not squandered in generating spreadsheets and manual reports.

• People. The human and cultural factors need attention while carrying out change management

work programs and there must be focus on facilitating a successful implementation. It is part of

human nature to have some resistance to the unknown, which breaks paradigms and generates

new ways of doing things. This is in some cases intensified by intrinsic cultural factors specific to

each organization and/or working group. Age is also a factor to consider, because older people

have some resistance or lack of familiarity with technology and new ways of doing things.

• Processes. When it comes to implementing technologies these must be included, but indeed

they will be a failure. Generating a report to generate a report, without an understanding the

reason is not acceptable. A report must have a reason and be understood by everyone involved

in the process. For this reason, several communication alternatives were developed within the

project in order to be accountable to all stakeholders within the organization. In addition to being
defined, responsibilities, periodicities, and backups in cases of absence must continue no matter

who is in charge. For KPI management, as previously noted, the system captures a large amount

of information. Ideally this is used to define admissible operating parameters and management

objectives and to facilitate continuous improvement. There is no possible comparison point if

there are no measurement and definition indicators for management.

Table 1 shows a summary of the main key variables to be considered when implementing a telemetry

project:
4 Case Studies

4.1 Hecla – Casa Berardi, Canada

4.1.1 Background

Hecla Mining’s Casa Berardi is a gold mine and mill located in western Québec, some 95 kilometers north

of La Serre. In 2018, the mine produced 130,647 ounces of gold and it has been in operation since 1989.

It currently employs about 580 people.

4.1.2 The challenge

Casa Berardi wanted to improve their productivity by reducing maintenance costs. To do that, the mine

needed to cut down wear and tear on their equipment and they also needed to be able to monitor

machines to catch equipment problems before they became major failures.

Brake tests are an important step in keeping operators safe. Performing them daily ensures that the

machine’s brakes are in proper operating condition. Additionally, preventing transmission overspeeds is

critical to preventing serious damage to the transmission. With sensors, Hecla was able to monitor these

in real time, so they were able to see when tests were being performed correctly.

Newtrax (2019) was also able to install a sensor suite that gave mechanical technicians the ability to
more easily identify problems when a machine is brought in. It also makes it easier to monitor
equipment to avoid problems before they develop into something more serious.

4.1.3 Testimonies

• “In 2017, we started the telemetry project. We have installed a solution on 24 vehicles, on trucks,

on LHD, in order to collect data remotely in our vehicles in operation” — Jérémie Frenette - Senior

Electrical Supervisor - Project Manager - Hecla Québec - Casa Berardi Mine.

• “A vehicle, in the past, when you had to, for example, find an intermittent issue, we were stuck

with it for up to two weeks to recreate the problem, to diagnose it”—Vincent Corriveau - Mobile

Equipment Mechanic - Hecla Québec - Casa Berardi Mine.

• “When we started, we put a lot of emphasis on the behavior of our operators and one of the

types of data we were looking for was transmission abuse. And we started to see that some

operators didn’t know why they were causing these alarms. So they were trained and changed

their ways of operating the machines and that brought great results.” — Sonny Melancon -

Control Room Operator - Hecla Québec - Casa Berardi Mine.

lot farther in the mine site because the data of the machine is available in real time to compare

with the other machines.” — Vincent Corriveau - Mobile Equipment Mechanic - Hecla Québec -

Casa Berardi Mine

• “If we compare with last year, where we were not able to go above our budgeted quantities for

our underground mine, this year we are 4% above our targets. And of this 4%, I would say that

half of that is attributed to telemetry. If we compare an equivalent period of nine months in 2017

to 2018, we noticed that, for the LHDs especially, an increase in availability of 8%.”

4.1.4 The outcome

• Savings of 30 minutes per shift thanks to fewer delays.

• Transmission overspeeds dropped by 10% with a 50% decrease in transmission abuse.

• Savings of 7.8% in total in the maintenance costs per each tonne transported.

• The mine was able to process about 2% over its budgeted quantities for the year.

• LHD availability increased by 8%.

4.2 Glencore Matagami mine

4.2.1 Background

Located in the heart of the boreal forest in the Nord-du-Québec region, Glencore Matagami Mine is

located about 10 km west of the city of Matagami.

The Bracemac and McLeod deposits consist of several lenses rich in zinc and copper that also have low

silver and gold grades.

Glencore Matagami Mine first implemented the Newtrax Mobile Equipment Telemetry system back in

2016 on their trucks and LHDs in order to maximize their haulage efficiency.

4.2.2 The challenge

Glencore Matagami mine’s biggest challenge is the long haulage distance they have to travel every day

to transport the ore out of the mine. They currently have to travel 8 km (4.9 miles) by truck, which is a

significant distance, and this will be increased to 10.4 km (6.5 miles) in the coming years.

Long distance haulage means that each cycle makes a huge difference in productivity. Maximizing the

load on each truck is essential for this mine.

4.2.3 Common roadblocks

grow with acquisitions. However, they frequently encounter stumbling blocks on their road to success

which include:

• Non-standardized data. Multiple equipment manufacturers for mobile equipment, coupled with

data that isn’t standardized makes it tough to pull everything together.

• Lack of data at the face. It’s hard to get an accurate picture of what’s going on in the mine if you

don’t have live data from the mine’s faces—including those under development.

• Incomplete analysis. Maybe you do have all the data you need, you’re just unsure what to do with

it. Analytical systems can help you take all that data you have and turn it into actionable insights.

The Newtrax mobile equipment telemetry system, which is compatible with all equipment brands

and models, was easily integrated to Matagami mine’s mixed fleet of trucks and LHDs. Glencore

Matagami used the system in multiple ways:

• To monitor the standard production times of equipment.

• To calculate utilization of ore haulage.

• To calculate the Overall Equipment Effectiveness (OEE).

• To calculate loads per cycle.

4.2.4 The outcome

• 6% increase in utilization on their ore haulage.

• 4% increase on the overall equipment effectiveness.

• 5% increase on loads per cycle.

4.2.5 Operational outcome

The standard production time report, which shows operators the activity of each piece of mobile
equipment

in a period of 24 hours, has enabled the underground operations personnel to identify problem areas

quickly, discuss them as a group before the start of shift, and apply identified improvements in order to

increase their OEE down the line.

4.2.6 Management outcome

From a managerial perspective, the Newtrax system has enabled the team to make decisions based

on facts that are measurable rather than off of perceptions and gut feelings. Since implementing this,
they have been able to raise their average tonnage from 55 tonnes to 60 tonnes which has increased

productivity: especially given the long haulage distances they are facing.

5 Benefits

Using technologies such as telemetry, it is possible to keep track of fleets and underground mining

operations, regardless of distance, to optimize processes. This system places sensors on vehicles and

assets to monitor their performance in real-time through a system of reports, notifications, alarms and

associated events. Some benefits identified in customer deployment experiences are summarized below.

• Allows remote contact and monitoring from any device with internet connection for all units in

the fleet, as well as mining assets and equipment. This benefits mine safety and production.

• Enables a preventive maintenance vs corrective maintenance approach.

• Allows direct input to set up maintenance plans.

• Reduces component wear, and equipment maintenance and operating costs.

• Optimizes diagnosis time for problems and equipment failures.

• Promotes communication within the organization.

• Facilitates transparency and control of information by concentrating on a single source.

• Provides real-time information on any device with internet access for decision-making when

action needs to be taken.

• Creates a scalable solution from one pilot test to a total multi-brand fleet.

• Ensures visibility and control of the process.

• Allows verification and improvement of equipment productivity.

• Extends the life of equipment and components.

• Reduces exposure to risks and increases safety and ergonomics for people.

• Promotes efficient use of resources and a sustainable ecosystem.

• Reduces administrative tasks and manual data capture from operations and equipment.

• Promotes continuous operation and increases availability and use of equipment.

• Enables improvement of equipment operation with operator event notifications.

• Provides alarm reports and makes visible anomalous operating component conditions.

• Analyzes cause and effect based on disaggregated and historical behavioral information.
• Facilitates the identification of potential faults and anomalies with qualitative expert judgement

thereby avoiding major component damage.

• Records downtime and refueling practices and analyzes fuel use for each piece of equipment.

• Facilitates result assessments and decision-making through management indicators based on

data collected.

• Checks operator performance and generates training programs by areas of improvement.

• Scales from a connected fleet (pilot) to a full fleet of underground equipment.

6 Conclusions

The path to digital transformation, especially for technologies like telemetry, is one that mining
companies

have been increasingly taking. Due to the benefits in terms of productivity, cost efficiency and safety,

surely many more will join over time. The Hecla Casa Berardi Case Study demonstrated a reduction in

maintenance cost of 7.8%, improved the loader productivity by 8%, and improved safety with a drop of

10% in overspeeds. However, one of the risks of this implementation is the uncertainty of how effective

the digital transformation will be. There is no one-of-a-kind path to success. There are various models for

project implementation, and all of them consider, to some degree, the three approaches to all change
management: technology, processes and people. In addition, the SIC-based GMG best practice guide for

mining companies provides strong reference for the way forward. On the digital path it is necessary to

adapt agilely with a continual improvement approach in order to ensure the project success.