Baking better copper: Driven by people, powered by Semtech
Making copper isn’t so different from baking a cake, it takes the right ingredients, careful timing and precision. Take it out too soon and it’s underdone. Leave it too long, and you end up with waste, rework and lost value.
What is Semtech?
Think of Semtech as our new recipe book. It gives operators the tools to know exactly when to “take the cake out of the oven”, helping us produce higher-quality copper, reduce waste and operate more efficiently.
But Semtech is more than a metaphor. It’s a real-time monitoring system that uses optical sensors to reveal what’s happening inside the furnace. With this live data, converter operators can pinpoint the exact moment to stop the copper conversion process for optimal results.
Where once they relied on experience and intuition, they now have data guiding every decision, making the process clearer, more consistent and easier to master.
Adam Purkis, General Manager of Smelting and Refining, explained, “In the past, we used to rely on a mix of standard assumptions and experience. Now the data shows us exactly what’s happening in the furnace. It’s clearer and more consistent, and that leads to better decisions and better results.”
“Before Semtech, we knew what we wanted to achieve, but we didn’t always have the tools to see where we were going wrong,” said John Ward, Secondary Smelting and Services Superintendent. “Now we’ve got live data guiding us, and we’re recovering more copper.”
Project Manager Kelly Musonda added, “We were generating around 50,000 tonnes of waste material (skim) a year, copper we wanted in our product, not in a dam. Semtech helps cut that waste and improve quality.”
Helping people learn faster
Semtech isn’t just about technology, it’s about people. With visual data and clear indicators, new operators can learn faster and make confident decisions.
“Instead of explaining the science, I can just show them on the screen when to stop,” said Plant Metallurgist Adi Chaendera. “It’s faster and everyone’s on the same page.”
Training is quicker too.
“In just a few sessions, they’re reading the data and making the right calls,” said Graduate Engineer Sandy Garraway. “It used to take years to build that kind of confidence.”
Stronger teamwork
Semtech’s success has been built through collaboration. From leadership to metallurgists to operators, everyone’s had a hand in making it work.
“It’s brought operators and metallurgists closer,” said Adam. “They’re working together and solving problems in real time.”
“This hasn’t been about one person pushing it, it’s been everyone pulling together,” explained Metallurgy Superintendent Bernice Smit. “Communication between our metallurgy and operations teams has never been stronger. We’re side by side on the floor, solving problems together.”
A turning point came when leadership backed the project.
“When Adam supported Semtech in a leadership meeting, that changed everything,” said Kelly. “Once people saw leadership’s support, momentum built quickly.”
John Ward added, “Change is never easy, but once people saw how Semtech improved their work, they got on board. Now it’s part of how we operate every day.”
Built on a culture of improvement
Semtech’s success didn’t happen overnight. It’s built on a culture of continuous improvement, a mindset strengthened by internal efficiency programs.
“Focussing on efficiencies gave people permission to question how we do things and look for better ways,” said Kelly Musonda. “Semtech is proof of what can happen when good ideas are supported and acted on.”
Adam Purkis agrees: “This shows our teams that improvement is real, not just talk. If you’ve got a good idea and a better way of doing things, we’ll back you to make it happen.”
Looking ahead
Semtech is still being refined, but its impact is already clear, higher-quality copper, less waste and a stronger, more empowered workforce.
It’s also a key step toward Custom Smelting, where maximizing metal recovery at the lowest possible cost will be essential for our long-term success.
“Semtech has opened people’s eyes to what’s possible,” said Adam Purkis. “Now they’re asking what else we can improve.”
Original article published by Anastasia Stuebiger.