Transforming Maintenance Planning, Execution, and Closure Through Enhanced ERP Utilisation for a Major Copper and Gold Mining Company

The Company is a major copper and gold mining business operating a large-scale concentrating plant as part of its integrated mining and processing operations. Maintenance planning, execution, and closure processes at the concentrating plant are critical to sustaining plant availability and throughput.

• Maintenance planning, execution, and work-order closure processes not fully utilising the capabilities of the existing ERP system
• Inconsistent maintenance work-order discipline, with work orders often closed incompletely or after significant delay
• Limited behavioural adherence to standard maintenance processes across maintenance crews
• Reactive maintenance patterns persisting despite the availability of planning tools
• Limited visibility into true maintenance backlog and plant availability impact

• Concentrating plant availability is a direct driver of ore throughput and production volume, making maintenance effectiveness a first-order value lever in mining operations
• Underutilised ERP maintenance functionality is a common challenge in asset-intensive industries, where technology investment outpaces process and behavioural adoption
• Behavioural change in maintenance discipline compounds over time, as consistent work-order practices build the data foundation for predictive maintenance
• Addressed in isolation, gaps in planning, execution, and closure continue to erode plant availability and drive up unplanned maintenance cost

• Maintenance Process Redesign (Planning, Execution, Closure)
• Enhanced ERP Maintenance Configuration
• Work-Order Discipline Standards
• Behavioural Change & Coaching Programme
• Maintenance Backlog Visibility Dashboard
• Plant Availability Performance Tracking
• Phased Rollout Roadmap

5–8%

Improvement in concentrating plant availability (approx.)

30–40%

Improvement in on-time maintenance work-order closure (approx.)

90%+

Maintenance work orders processed through the enhanced ERP workflow (approx.)

20%

Reduction in maintenance backlog (approx.)

15%

Reduction in unplanned maintenance events (approx.)

100%

Maintenance crews trained under the behavioural change programme

Planning, execution, and closure now operate as one maintenance discipline, linked through consistent ERP utilisation and reinforced field behaviours rather than a one-time process update. Improved backlog visibility and a live performance dashboard sustain the plant availability gains at the concentrating plant over time.