Process Control in metallurgical plants—From an Xstrata1 perspective

Some history and modern practice of Process Control in metallurgical operations is reviewed. Clearly the early deliverables from the pioneer days in the 1950s through to the 1970s and early 1980s were under-appreciated. The discipline has since grown into a more visible, sophisticated and accepted practice as a result of the assembly of appropriately recruited and trained individuals and teams, who have successfully negotiated deliverable projects that impact all metallurgical performances beyond early milling processes. The skill set in these individuals and teams essentially includes organisational behaviour in addition to their specialist technical attributes. A strong network to internal and external specialists and experts is essential. Furthermore, instrumentation and control technology has improved immensely. The challenge in the current modern practice is to win support of senior management in operations for the project cost, schedule and deliverables of Process Control. Once gained, this acceptance then amounts to the logistics of project scope and delivery—a track record well-demonstrated by the Xstrata Process Control Group.