As Engineer we need to understand operational needs: Spend time in the field with operations teams to gain insights into their challenges and workflows, allowing engineers to design more practical solutions.

Too few engineers spend time in the field, and it shows. I spent three years underground, gaining invaluable hands-on experience that improved my engineering, scheduling, and planning skills. One challenge I’ve seen in mining is the disconnect when engineers stay behind a desk their entire careers. This often limits their potential and creates friction when plans or drawings don’t align with the realities of the job site. Having been in the miners’ shoes, I’ve found my experience builds trust and buy-in. For engineers looking to grow, time in the field isn’t just valuable—it’s essential.

In the field of Mining where there is high risks involves, as an Engineer we foster positive communication to the operations and the personal involved in day to day tasks. Pointing out where the risk is and being proactive in getting the necessary plans and schedules done to mitigate any potential hazards by utilizing the available data. Basically, in an underground we inspect and monitor ground movement, ground support standards, following working procedures /and SOPs and if any noticeable hazards, we plan to mitigate and make use of the controls in place. Positive communication between the operations and the Technical service is an important aspect of a mining operation as so as other institutions else where.

I always think that Engineering is a human brain and Operation is the human body. This should be connected each other. Otherwise you die. The mining parameter used by engineering to design a mineplanning should be practical. Sit together and discuss at front loading give u mutual understanding about how to achieve the goals (production, Delays reduction and increase productivity). Good mining practice is a key how to measure the synergized of engineering and operation collaboration.

I’ve seen firsthand how critical it is to establish strong connections between engineering and operations. In past projects, fostering clear communication channels and aligning project objectives allowed us to overcome complex technical challenges and improve safety outcomes. By implementing cross-training programs, we bridged knowledge gaps between teams, enabling engineers to understand operational constraints and vice versa. Additionally, I leveraged integrated project management software to enhance data accessibility and streamline workflows, which supported both departments in making informed, timely decisions. This collaborative approach ultimately led to more cohesive, efficient, and successful mining projects.

Bridging the gap between engineering and operations in mining projects: CHALLENGES: 1. Communication barriers 2. Different priorities (cost vs. productivity) 3. Lack of integration 4. Inadequate handovers SOLUTIONS: 1. Collaborative project planning 2. Interdisciplinary teams 3. Regular feedback loops 4. Shared performance metrics 5. Training and workshops 6. Digital twin technology 7. Operations-focused design 8. Engineer-in-residence programs Close the gap by integrating engineering and operations expertise, ensuring seamless project execution and optimal mine performance.

Uma boa equipe de gerenciamento de projeto. - Foco na metodologia para manter a entrega final. - Integração total com as operações existentes, caso não seja a primeira mina; - Assessoria de promocionais que já viveram momentos de altas e baixa dos ciclos da mineração; - Foco em segurança e sustentabilidade das operações futuras; - Muita sensibilidade técnica para disposição das estruturas fixas, mantendo a produtividade e extraindo o máximos dos ativos. São ações que podem diminuir muito a lacuna que há entre projeto e operação. Grande abraço a todos!

It is mostly an engineering goal to cover the gap between operations on various aspects. When I was doing production planning on site, I visiting UG as often as I could for several reasons: not only to be aware what is happening and communicate with operation department, but to be able to project the grand picture to the senior management clearly. Also, in every planning period I did communicate with UG superintendent and shift bosses, to guide them on strategic goals and priorities, including designs, drill and blast, vent and ground support. Once, the respectful and trustful relationship is built, planning and reconciliation became more predictable, or manageable.