Figure 3 – Roadmap for implementation The organization positions itself at the forefront of Industry 5.0, achieving direct benefits of USD 8.7 million in only one and a half months of operation due to the increase in TPH. Keywords Integrated Operations Management (GIO), IROC, Value Stream Management, Integrated Execution, Industry 5.0, Digital Transformation. 1. INTRODUCTION In an environment where the mining industry faces extreme pressure due to rising energy costs, scarcity and geopolitical risks, digital transformation has gone from being an option to a strategic necessity, rapidly rising in the ranking of sector risks. Minera Chinalco Peru S.A. responds to this disruptive challenge by overcoming operational fragmentation to focus on systemic value creation, defining "Integrated Execution" as its top priority through total synergy between Mine, Plant and Maintenance. This paradigm shift materializes through the Integrated Operations Management Center (GIO), which acts as a catalyst for the development of an agile and sustainable organization, integrating people, processes and technology under the Mine-to-Marketing & Tailings Lean Pull Value Stream Management 5.0 philosophy to eliminate waste, maximize systemic efficiency and achieve superior financial and productive performance with the commitment of "Zero Harm". The Mine-to-Marketing & Tailings Lean Pull Value Stream Management 5.0 model referenced here was created and developed by the author in 2015, grounded in experience and learnings accumulated since 2000 in continuous improvement and cultural change management. philosophy to eliminate waste, maximize systemic efficiency and achieve superior financial and productive performance with the commitment of "Zero Harm". Complementing this vision, the development of a dual organization, combining a robust, 88
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