What Will Be the Effect of Applying VDC? The application of VDC is expected to ensure the project delivery timeline and avoid additional days during the Plant Shutdown, as well as guarantee its capitalisation. The estimated daily copper (Cu) production loss in the Crushing Area alone was calculated to be equivalent to USD 127K. Topic 2: Metrics a) Key Metrics Used • Latency Time (≤ 30 min, achieved: 24 min). Previous benchmarks showed latency times of up to 5 days. • ICE Session Effectiveness Index (target: 2 solution proposals per session, achieved: 2.2). • ICE Session Attendance Rate, including key personnel and main contractor (target: 70%, achieved: 114%). • % of Clashes Identified Using BIM Model compared to 2D work, to optimise constructability and maintainability analysis (target: 95%, achieved: 96%). • # of constructive Process Simulations (target: ≥ 2, achieved: 3). • Schedule Performance Index (SPI) (target: ≥ 1, achieved: 1). • # of Training Workshops on BIM/ICE/PPM, including one Pull Planning workshop and one HAZOP workshop (target: ≥ 4, achieved: 5). b) Decisions or Changes Made Based on Metrics During the weekly ICE sessions, collaborative decisions were made regarding changes to the preliminary design in Basic Engineering, including new installations (e.g., overhead crane, monorail beam), and improvements to upstream components (e.g., location of rock breaker, hopper inclination and grizzlies, chutes) and downstream components (e.g., sacrificial belt, magnetometer location) of the new crusher. Options that presented greater complexity in terms of operability and maintainability were discarded. In the Detailed Engineering and 4D BIM Planning stages, the team focused on identifying the most optimal construction process. This involved distinguishing between preliminary works to be carried out before, during, and after the plant shutdown. The best crane positioning (Rigger Plan) for lifting operations was evaluated, and options with longer durations or those associated with health and safety risks—including COVID-19-related risks due to workforce crowding—were ruled out. 5. Presentation and Discussion of Results Benchmarking Against Traditional Practices.- Compared to traditional shutdown project management approaches—typically characterised by siloed coordination, delayed decision-making cycles, and limited design integration—the application of VDC demonstrated substantial improvements. Decision latency was reduced from an average of 5 days to 25 minutes, clash detection increased significantly through BIM integration, and multidisciplinary coordination was enhanced through ICE sessions. These improvements highlight the effectiveness of integrated project delivery models over conventional practices.
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