Dundee Precious Metals Inc. (DPM) is a Canadian based, international gold mining company engaged in the acquisition, exploration, development, mining and processing of precious metals. In September of 2003, after extensive due diligence, DPM acquired two gold assets in Bulgaria, Chelopech, a producing gold mine and Krumovgrad, currently a feasibility stage gold project. With the approval of its shareholders, DPM finalized its conversion into a gold mining company in April of 2004, with the Bulgarian assets as the initial platform for its operating activities.
Dundee Precious Metals Chelopech (DPMC) is a subsidiary of Dundee Precious Metals Inc. and it is a copper-gold mining and processing operation that ultimately produces copper-gold concentrate. The annual ore processed by the company has increased from 523,810 tonnes in 2004 to 2,032,002 tonnes in 2013.
DPMC commenced a transformation program in 2009, aiming to double the mine production in a safe and sustainable manner.
A significant part of the transformation program has been related to
inventory management optimization. With the implementation of a computerized maintenance management system (CMMS), based on an IBM Maximo software solution and execution of the organizational change and restructuring, it became necessary that inventory processes, work management and assets management should be supported by an agile software solution allowing for leaner inventory management, inventory control, less cost associated with the work performed and better data availability. Hence, besides the challenges of implementing significant transformation projects, DPMC had to identify an appropriate automated solution to support the process redesign.
Based upon a detailed functional specification of the required software
solutions, the KPMG team was tasked to implement an IBM Maximo Mobile solution with Barcodes management custom extension in order to address the following areas:
DPMC and KPMG worked together to create a detailed project plan, ensuring the right people were involved in the project. Based on KPMGs proven project
management methodology and following IBM Maximo implementation guidelines we performed detailed analysis of the following areas:
Key DPMC stakeholders had been engaged to provide insight on warehouse
operations, physical assets diversity and work management specifics in order to identify optimized workflows and necessary mobile devices functionality.
The KPMG team led the customization of the CMMS system and the mobile
solution in order to ensure matching DPMC requirements and ensure future
flexibility of the application.
The DPMC and KPMG joint team successfully implemented the warehouse and inventory management project as part of the mobile solution implementation program. A significant data cleansing effort has taken place in order to synchronize inventory items and warehouse locations through the systems and ensure smooth integration of the operational processes and the software solution.
The mobile software solution is in daily use, with 24/7 availability following mine operations and successfully delivering automation in one of the busiest business areas.
Following the implementation of the mobile solution, at the first stage of
the phased implementation approach, the DPMC warehouse significantly increased the throughput of the inventory. Information is available in near real-time, thus providing the management with information to foster better decision making, implement effective controls and decrease paper work and operational time.
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