Journey Into Digital Mining TechnologyJohannesburg, South Africa 17 August 2018. Schneider Electric South Africa is aware of the impact that the technological aspects of digital mining transformation are having on the overall mining industry transformation and the challenges that technology buyers need answered.
“The mining industry is in many cases at the very early stages of digital transformation. But as the dynamic environment of the future of mining shifts, companies that have started the transformation will realise the operational value and increased profitability that digital brings,” explains Marc Ramsay, Vice President Industry Business Unit at Schneider Electric South Africa.
“These will come from value chain planning and scheduling, organisational change and process reengineering utilising digital technologies; all which activities are the required parts of creating a digitisation scale. We recommend that mining companies assess themselves and offer these steps as a guide.”
1. Assess the business level of capability in each of these five dimensions.
- Work Source
- Operating Model
- What level of maturity is optimal for your company?
- Diagnose the leadership capabilities for each area and their ability to create and execute the vision for digital transformation of the company and its ecosystem(s)
- Assess if there are adequate tiers and recognition in place among senior leadership.
- Is the technology-led transformation able to enable the business strategy? Is senior leadership willing to act? What are the barriers to action?
- Starting with an assessment of capabilities that you have in place now across the five disciplines
- An understanding of where you are trying to get is critical; the next step will be the assessment of how to get there
- Implementation will need to be punctuated by short-term achievements.
- Clearly articulating wins to internal stakeholders will be critical
1. The digital mining strategy and road map will need to be embedded within
- Strategy will also need to be orchestrated with functional delivery across the business and value chain.
- This will enable the change; for some companies, this will be the IT group, and for others, it will be a separate group concerned with enabling and implementing end-to-end digital processes.
- The restructure will affect process, structure, skill sets, incentives, roles and communication.
Next 24-36 months
1. Top priority will be to enhance and further develop capabilities for operational agility.
- All technology that is chosen within the first 24 months will essentially ‘build the foundation’, which enables agility. (This is based on the availability of data.)
3. Work with supply chain, OEMS, contractors and other external partners to develop intelligence.
- Feedback loops to drive rapid operational improvements and success.
Schneider Electric South Africa assists mining companies in addressing their challenges; be these safety sustainability, operational efficiency, value chain efficiency or projects and services; though its global expertise. For more information, go to Meeting mining challenges.
About Schneider Electric
Schneider Electric is leading the digital transformation of energy management and automation in homes, buildings, data centres, infrastructure and industries. With global presence in over 100 countries, Schneider is the undisputable leader in power management – medium voltage, low voltage and secure power, and in automation systems. We provide integrated efficiency solutions, combining energy, automation and software. In our global ecosystem, we collaborate with the largest partner, integrator and developer community on our open platform to deliver real-time control and operational efficiency. We believe that great people and partners make Schneider a great company and that our commitment to innovation, diversity and sustainability ensures that Life Is On everywhere, for everyone and at every moment.
For more information, go to www.se.com/za.
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