Organisational change at Campbell Mine

Symposium on Vein Deposits
Gil Lawson,
Abstract Campbell Mine is a 1700 ton/day narrow vein, gold mining operation situated in north-western Ontario. The mine has been in operation for fifty years and over this period has mined more than 10 million oz of gold. A number of steeply dipping vein systems (zones) are developed with ore widths varying from less than a metre to up to ten metres in places.
Campbell Mine is undergoing an assessment of the efficiency of the operation which is necessitated by the low gold price and a reducing ore reserve grade. A decision has recently been taken to move away from departments towards a team-based system where crews, engineers, geologists and supervisors are responsible for the planning and operation of a particular area of the mine. The objective is to improve communication and understanding of the goals and achievements and to ensure a forum is available for the generation of ideas. It is intended to increase the accountability and decision making ability of the teams in an effort to achieve the mines’ safety and production targets.
This paper presents a critical review of the successes and failures of this organisational change with particular emphasis on how the mine planning process is affected.
Keywords: Mine planning, organisational change
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