Senior Planner, SNC Lavalin, RBM Tailing Treatment Plant ; Kamoto Roaster Upgrade

START Date: 
November, 2011
END Date: 
October, 2012

Kamoto Scope – Brownfield

 

Katanga Mining’s Kamoto Copper Company(KCC) was an expansion projectin the Democratic Republic of Congo(DRC).

KCC is a joint venture between Glencore’s Katanga Mining(75%) and the state-owned Gécamines (25%). Gécamines first began operationsin the Kamoto underground mine in 1969 and by the 1980s the mine was producing three million tonnes of ore annually. Before being closed in October 1990, it had produced 59.3 million tonnes of ore with a grade of 4.21% copperand 0.37% cobalt — among the highest grades in the world.

The existing plant had been built and commissioned in the early 1970s, and although it was well designed and constructed, the plant had become outdated and was in poor condition. Based on findings in an earlier feasibility study, SNC-Lavalin was brought on board in 2010 to supply an integrated engineering solutionto complete restoration of the plant to full operational capacity as part of Phase 3 of the project. The company’s scope was to upgrade the plant to existing nameplate capacity and this included the rehabilitation of existing plant and equipment.

This work ultimately resulted in an extension of SNC-Lavalin’s contract to undertake Phase 4 of the project, which involved upgrading the plant to produce 270 000 tpa of copper. The award for the front-end engineeringand early works was received in August 2010.

SNC-Lavalin’s integrated engineering solutionwas based on a METSIM® model that integrates and optimises mass waterand energybalances across the entire plant, minimising the consumption of reagents, waterand power, and ensuring effective interfaces between the different elements of the plant.

 A new element was also introduced – a state-of-the-art solvent extraction (SX) plant that today is one of the largest plants of its kind in the southern hemisphere. Our scope of work was scheduled for completion by the end of September 2013 and we met this requirement by taking a very flexible approach, since it was important to accommodate changes within the scope of work and servicesas they occurred.

A completely new flotation section was constructed within the confines of the existing buildingpresenting major challenges in respect of geotechnical conditions and space constraints. The new equipmenthas proved so successful that KCC are considering replacing all flotation circuits with similar equipment.

SNC-Lavalin undertook the designand procurement of the SX plantand provided KCC’s constructioncrew with technical support. The massive SX plant, with a footprint of 800 metres by 600 metres, utilises kerosene jet fuel to extract the copper. The plant is fully fabricated from stainless steelto resist the aggressive and highly acidic chemicals in the circuit and because of the kerosene all equipmentis explosion proof.

The SX plant’s 15 tanks, each 27 metres by 18 metres in size, were manufactured in Johannesburgand assembled on site in phases, one train at a time. Each train has a nominal capacity equivalent to the production of 100 000 tpa of copper.

“The conversion of the existing electro-refinery to an electro-winning plant proved to be a highly cost effective initiative, necessitating the rehabilitation of 720 cells in five individual banks and the installation of completely new electrical and piping reticulation within the plant.”

 

•        Support in the creation and maintenance of the WBS and coordination of work packages established by the client / various discipline leads and project manager. The responsibility of the coding structure assigned to the commitment package in the package register is maintained and then update in PM+

•        PM+ which is an SNC-Lavalin worldwide integration software program Forecast and baseline dates from Primavera is extracted from the project schedule and imported to PM+ to run various report incl. Schedule and Cost Performance Indexes by means of the Earned Value Management (EVM) method. Various attributes incl Package Eng. Proj Manager, Vendor data Responsible Buyer, Budgeted prices vs contract prices is entered for the applicable packages and tracked through the full life cycle of the project.

•        Development and maintenance of resource loaded schedule, critical path analysis, resolution of scheduling conflicts and monitoring schedule delays, impacts and variances to the baseline by means of S-curves (CPI and SPI variances). Any deviation from the baseline is then discussed in the weekly progress reporting meetings and the agreed upon corrective action plan is actioned to align anticipated future project outcomes with the project plan. Crashing or / and fast tracking compression techniques are then executed      

•        Analyze, trend and communicate schedule and progress information to project personnel through useful graphs and summary reports. Engineering, design and procurements milestones are monitored and controlled on a continual basis and reviewed in the progress report meeting and any slippages are immediately addressed to avoid any further slippages.

•        Weekly activities are distributed to the various package engineers. Thus is done in Primavera by applying filters to the schedule. Close calobiration with the project team is required and various management techniques and conflict resolution techniques are applied to motivate the project members to complete their assigned activities and obtain their feedback / teamwork to ensure accurate and up to date information.

•        Recourse loading is established as early as possible in the project life cycle to determine resource leveling and or to apply the critical chain method should critical paths end date not meet the client’s requirements. This is communicated to the Eng. manager to plan when Eng. recourses are required.     

•        Complex spreadsheets are created should the data not be up to date to run the internal mandate module in PM+. Information is imported from the drawing register (design), Doc Control (engineering deliverables) and Procurement to measure planned hours as as per the original approve budget versus the percentage complete per deliverable achieved to calculate the percentage earned, measured in Man Hours. 

•        Work closely with the costing engineers and support the Project Manager and other department / discipline leads in the production of the monthly Job Cost Forecast. Provide input and / or prepare weekly and monthly project reports

•        Ensuring that all changes to the original scope through a client approved Project Change Notice (PCN) or internal change notice (IPCN) are either removed or loaded to the base line schedule. On occasions prepare simulations on Primavera to determine the impact of the change to the original approved scope for review by Project Manager, Area Manager and Client before final acceptance and sign off.

•        Ensuring that all company procedures are followed and all documents, scheduled, reports and other project information are saved on the project document management (PDM) system.

 

 

Experience Hours (Planning & Scheduling): 
1800
Experience Hours (Cost Management): 
750