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It is often said in business that if you donÆt have a customer you donÆt have a business. The same rule applies to project evaluation; if you donÆt have customers you really donÆt have a viable project. It is therefore essential that in the early stages of project evaluation the following fundamental questions are addressed: What products will this project produce? Who are the potential customers? What are the customersÆ requirements with respect to grade and impurities? Do they have adequate capacity to take the production from the proposed project? Will the products introduce adverse effects in the customerÆs process circuits? Will additional waste streams requiring disposal be produced? In the past the attitude has been along the lines of the customer will take whatever we produce at the mine site. Times have now changed with customers now operating under much tighter environmental regulation with waste disposal becoming increasingly difficult. It would therefore be prudent that the principles of product stewardship be used as a tool in project evaluation. This paper will provide a general discussion on customer requirements and provide detail on case studies of the impact of mine products on smelter process circuits. It will provide examples where there were synergies between the mine product and the smelter circuit and where the mine product had adverse impacts on smelter performance.

Jan 1, 2007

One of the strategies introduced within Pasminco Mining to survive low commodity prices is to formally implement a `Quality Education System'. The net result has been a consistent approach to quality within and across mine sites. This `quality system' has been adopted in the technical computing environment and the immediate benefits have been: ò A clearer understanding of the systems, processes and relationships that involve technical computing. ò A re-focussing on customer (user) requirements. ò Inclusion of managers as customers with their own requirements of performance and quality, in addition to access to Executive Information. ò New ways to measure the `performance' of a technical computing environment which includes using maintenance costs. Observations are that there is an overlap between `traditional' information technology (IT) methodologies and quality systems being put in place in the broader workplace. This overlap is most apparent in the area of analysing customer requirements. In the IT environment customers are viewed as users, and their requirements determined by undertaking a requirements analysis. A data flow diagram traditionally used in the IT environment and not as a tool in quality systems, has been used in a novel manner to help identify the customers of the technical computing department. It has also been useful in illustrating the work processes and relationships between the entities in this diagram and in directing the future initiatives needed to fulfil the customers' changing requirements.

Jan 1, 1995

The term æindustrial mineralsÆ covers a wide range of minerals, from diamonds to silica sand, which are fundamental to the sustainability of a wide range of industries, from drilling mud to autocatalysts. The paper commences with an overview of the industrial minerals markets, with particular reference to the characteristics that impact on the development of a successful marketing strategy. This is followed by the identification of the steps to be taken in the negotiation and execution of an industrial minerals sales contract, from identification of the appropriate product through negotiation of the contract to ongoing customer relations. An understanding of your customerÆs business is fundamental to a mutually successful long-term relationship with that customer. The paper concludes with an overview of the techniques and approaches through which such a relationship may be achieved and maintained.

Jan 1, 2006

While international coal trading operations often involve relatively small contract quantities, delivered over short periods or even in single shipments, most coal is supplied under long term arrangements. In entering into these arrangements the customer needs to be assured that coal of suitable and consistent quality can be supplied for their duration in the volume required. A detailed knowledge of the mine and transport system is required and must be presented from the customer's perspective.

Jan 1, 1983

Alternatively are they a necessary evil'? Exploration geologists are a much higher profile group but then again the higher they are the bigger they Bill. At a mine site they are reluctantly being accepted as equals by mining engineers given the requirements of the `Code' in the reporting of Ore Reserves. How best can mining geologists service their customers? Are more revealing questions to be answered in who are their customers? In the past mining geologists lived isolated existences pouring over plans and sections, now with user-friendly software packages available and the use of LAN, mining geologists and mining engineers talk electronically - God forhid what the future might hying - they might even talk to accountants and metallurgists!

Jan 1, 1997

By I Testrow, M Wiggin

Scrutiny of the whole explosives industry has increased as a result of the terrorist attacks on the World Trade Centre and the Pentagon on 11 September 2001 and the bombings in Indonesia, including the Bali bombings last year. This has been highlighted in specific press releases from governing bodies, like the Department of Mineral and Petroleum Resources û Western Australia, on the necessity of being in compliance with regulations for storage of explosives. As a result, audits by inspectors to assess compliance are to be expected. In a proactive move, DynoConsult has assisted several customers through benchmarking current practices, in order to identify any areas of non-compliance to the statutory requirements for explosive storage and security. This paper discusses the outcomes of supplier discussions and customer audits and highlights the implications for the industry.

Jan 1, 2003

By T King

This paper reviews the changes in the coal industry over the past 30 years and attempts to predict the trends over the next ten years. The last 30 years have seen a steady concentration of production into fewer, larger mines, which operate on 3: more continuous basis, and a major increase in productivity per employee. Coal exports have increased from zero to almost half the country's total production. As well as major changes in exploration and mining equipment and the increasing use of computer tools, the industry now operates in a relatively new regulatory and commercial environment.   Safety legislation now requires the writing and enforcement of policies and procedures by the mining companies, rather than adherence to inflexible regulations enforced by an Inspector. Accident rates have decreased dramatically. The transition from coal mining licences to permits, requiring landowner consent and resource consents, is well under way. Environmental controls are now an essential aspect of the industry.   Equipment suppliers now offer maintenance services, production guarantees and flexible financing.  Contract miners offer mine design and restoration as part of the contract. In a similar approach, Solid Energy now offer an ash disposal service and assistance with resource consents to their customers as well as investment in technology to ensure a consistent product to demanding specifications. Solid Energy has proposals for energy centres which install and operate the coal burning appliances and simply sell energy to the customers. The next 10 years should see an intensification of these trends of bigger mines, more exports and greater technology and a 'package' approach to customer service.

Jan 1, 1997

By J Tsiklieris, O Turner

Suppliers of products and services have a pivotal role in sustainable development in the mining and minerals industry. Reputable suppliers know their products and services, and the industry, and have unique knowledge of these in relation to their customerÆs needs. Petroleum hydrocarbon suppliers, in particular, impact upon a mineÆs sustainability because of the extensive reach of petroleum hydrocarbons into the mining and minerals life-cycle. The petroleum hydrocarbon life-cycle is a useful framework to enable engagement between supplier and customer on the issue of sustainability. The life-cycle starts with supply of fuels, lubricants and services at the mine, through to plant operation and maintenance, transport of mined products, ship loading, and finally through to mineral processing and other downstream value-adding. There are barriers to leveraging supplierÆs capabilities which have to be overcome before the industry will gain the potential benefits from such supplier engagement.

Jan 1, 2004

By Sakurai F

Akita Zinc Refinery of Mitsubishi Metal Corporation (MMC) started operation in 1953 with a capacity of 560 tons of electrolytic zinc per month. Its capacity has been expanded gradually and reached 8,100 tons per month in 1973. However, present production level is about 6,500 tons per month due to the depressed zinc market. In 1963, newly developed sulphate roasting was incorporated for residue treatment. Since 1973, electric power from Ohnuma geothermal power station of MMC has been supplied in addition to hydroelectric power from Komata power station of MMC. At present, about 40% of power is supplied from our company's power station and the rest is from the power company. Recent customers' demands for zinc prod- ucts include various kinds of shape, weight and chemical composition of galvanizing zinc alloy. It is necessary for zinc producer not only to meet the requirements of customers but also to enhance the value of zinc product in order to expand the market of zinc.

Jan 1, 1987

By Gillies A. D S, Supriyadi

The landed cost of coal to the international customer is a major parameter which determines market competitiveness. Rail, port and shipping charges represent 30 to 50 per cent of landed costs for Australian mines selling to Asia. This prop

Jan 1, 1994

The products required by customers today have become far more complex and consequently more demanding to handle. And thereÆs the dilemma. Nowadays, people tend to stick to a trade for just a few years instead of for a lifetime, and this means that the customerÆs employees cannot be expected to get more than general knowledge of how to handle modern mining and construction equipment. To meet this challenge, major steps are being taken by suppliers to make their æmusclesÆ more user-friendly. Also the supplier is assuming a larger share of responsibility for the product including operators training, supply maintenance services and, in many cases, performance guarantees. In other words, the supplier is today supplying a function or an activity rather than just muscles. Some of the new generation drill rigs have been on the market for a few years and reliable experience has been collected and is addressed in this paper. Some of the information is well supported by figures while others are just statements from users of the rigs.

Jan 1, 2005

By S Thomson, G Rigby, J Norgard, D Wilkinson

Bulk explosives provide the energy to move a rock mass and reduce it to an optimal size (fragmentation). The intensity of energy needed depends on several factors including a customer’s geology and end objectives. An energy mapping tool has been developed to help customers to determine their bulk explosive needs based on these objectives.At one end of the energy map dealing with high-energy products, a new range of bulk explosives products for surface mining have been developed. With these products, it is possible to provide blast designs with up to nearly triple the relative bulk strength (RBS) of ANFO, and address primary focus areas for mining operations, including the reduction of drill and blast costs, improvements in production rates, better face advance through improved broken stock management, better drill productivity, improved milling efficiency and lower energy costs in surface mines.In this paper, field trial results from the first level of new high-energy products are presented. These products have an RBS 2.25 times that of ANFO. Industry variations of a smaller diameter (89 mm) pumped product for civil quarrying applications, and for large diameter (311 mm) hard-rock metalliferous mines are presented. For both cases, the run-of-mine fragmentation levels obtained with the new bulk explosives are contrasted with the fragmentation profile generated with the currently accepted product range applied in similar geological conditions. The new products show increased fragmentation across the measured size distribution, with reduction in P50 values of 20 and 37 per cent over the currently used product for the 311 mm and 89 mm diameter blastholes respectively.CITATION:Wilkinson, D, Rigby, G, Norgard, J and Thomson, S, 2015. Higher energy bulk explosives – matching products to rock types using an energy map concept, in Proceedings 11th International Symposium on Rock Fragmentation by Blasting, pp 579–584 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 24, 2015

By G B. French

Post a serious heating event underground, and at the direction of the State Mining Safety Authority, a mining company needed to demonstrate the use of cutting-edge technology to mitigate future events. Yokogawa were contracted to provide a turnkey solution to help the mine achieve this objective. The solution was to use a fibre optic-based Heat Detector that will allow entry into and around the mine considering the potential volatility of the environment, also the need to redeploy as mining activities moved underground and more boreholes are added. Industrial strength fibre optic cable and a robust connector system was chosen to achieve this goal and give the customer the ability to send cable down boreholes of up to +1 km and continuously monitor the temperature ofunderground roadways. Being able to re-deploy the cables into different boreholes and link borehole temperature measurements gave insight into all areas on the mine. The machines deployed on-site were the Yokogawa DTSX1 heat detector incorporating the Ramen Backscatter principle. Being of a robust construction and a low power consumption device, it was easily included into the portable monitoring trailers designed by the customer and built locally.

Oct 12, 2022

The role of the mine geologist in a business perspective is self-evident to some, but to others it may be a new concept. All mine geologists need to know exactly how they add value to the business if they are to be successful. Alternatively, if they do not add value, then they will become redundant. This paper seeks to understand some of the contributing problems that hinder the mine geologist from operating in a business perspective. In doing so, a new context (for some) is proposed to aid the mine geologist and the operation gain greater value from geology. The proposal suggests how to ensure that the activities of our geologists are intrinsically linked to the business process that we are involved in. The mine geologist can and must play a pivotal role in the success of an operation. To do this, they must understand some principles of business such as:process, customer/supplier relationships, and organisational structure. Our geologists must know the business objectives, understand the product that the customer needs and use their geological skills to deliver the product safely, on time and to specification. As geologists, we can be instrumental in ensuring that the operational environment is structured in such a way that maximum value is realised, not only from the mine geologists but the entire site team. In doing so, mine geologists will realise their full potential in delivering the outcomes the business demand, and therefore be recognised as strong contributors to business success.

Jan 1, 2000

By V Rodríguez, M Hormaza, R J. Romañach, C Pinzón-de la Rosa

The authors have presented their ideas for developing a powder sampling device in the I-Corps™ program sponsored by the National Science Foundation (NSF). This is an intensive customer discovery program developed to increase the economic impact of the research sponsored by NSF.The I-Corps™ program requires performing at least 100 interviews with potential customers in various industries. These interviews are essential to establish the need for a particular product or solution, and identify potential commercialisation partners and competition. The interviews have revealed the absence of Theory of Sampling (TOS) principles in many companies. The interviews are designed to identify the difficulties associated with current sampling practices that do not meet TOS principles.The I-Corps™ program is a significant challenge for scientists who often avoid discussing a concept in fear of losing their research idea. The program teaches how to obtain information without releasing the important intellectual property related to a product development idea. The I-Corps™ methods have been used to discover the prevailing ideas on sampling in various industries.I-Corps™ also teaches how to present ideas to investors; another significant challenge for a scientist. We are currently learning to present sampling and TOS to investors and business development experts, and will share some of these experiences.CITATION:Pinzón-de la Rosa, C, Rodríguez, V, Hormaza, M and Romañach, R J, 2017. Theory of Sampling meets the National Science Foundation I-Corps™ program, in Proceedings Eighth World Conference on Sampling and Blending , pp 351–354 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2017

By I Sherrell, R Jain

Worldwide iron ore feed grades are trending downwards and will continue to do so with the increasing difficulties of upgrading ores. This has led to operations looking for ways to capture current tailings that still contain valuable material. In the past, these were acceptable to dispose of, but this practice is no longer economically feasible. With the increasing trend of re-mining previous tailings deposits that could be decades old, new equipment designs have been introduced to upgrade current or historic beneficiation plants. These designs can effectively upgrade these tailings to saleable products.Outotec conducted test programs for upgrading iron ore tailings from flotation rejects, thickener underflow or tailings dumps on samples provided by customers around the globe. The studies utilised Outotec’s SLon vertically pulsating high-gradient magnetic separator in combination with preprocessing equipment such as low-intensity magnetic separation, screen or scrubber and flotation for downstream processing of the magnetic concentrate. A review of the equipment required to economically process these tailings is provided, along with testing data and industrial implementation examples. The effect of different operational and design parameters on Fe grade and recovery from processing each tailings sample has been highlighted.CITATION:Jain, R and Sherrell, I, 2015. Iron ore tailings reprocessing to maximise ore production, in Proceedings Iron Ore 2015, pp 149–158 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 13, 2015

A combination of the needs of business, employee desires and safety and health considerations is stimulating increasing attention to the time spent by people at work and the timing of that work. Particularly we are seeing: - innovative work schedules for 24-hour mining businesses; and - response from industry to accommodate the needs, even the desires, of employees in return for systems which are more productive and more capital efficient. There appears to be an evolutionary trend for business management to become more sophisticated and responsive to the need for achieving close to best cost work schedules to sustain continuous improvement. The underlying motivating forces driving this trend for improved techniques in organising attendance at, and time spent at work, is the seemingly inseparable combination of technological advance and ever-increasing accumulation of capital. The mining industry has not remained untouched by this thrust for ever-increasing need for best use of labour, to adopt advances in technology and to provide attractive opportunities for putting accumulated capital to work. An essential component of this on-going thrust is a substantial effort by the mining industry to improve the performance of labour by providing most-productive work schedules.

Jan 1, 1996

By J Pearce, R Ramanathan

hortly after the World Health Organization declared COVID-19 a pandemic, the words ‘social distancing’ entered the global lexicon. The effects on the public of social distancing, lockdowns and travel bans are well documented. They also present unique challenges to the mining industry. For Hexagon’s Mining division, this posed a significant challenge. We have built our business – our reputation – on regional, customer-focused service and support. True to Hexagon’s values of being professional, engaged and customer-focused, we innovated to overcome the distance dilemma. Making automation a reality for our customers by implementing and supporting technology projects from a distance has helped deepen partnerships by making it easier to tap into our global experts’ knowledge. For example: • Body cameras were at the heart of a successful safety installation at a mine in Ghana. Despite the pandemic lockdown preventing travel by our South Africa staff into Ghana, the project was completed with minimal delays. • Traditionally, implementation and training for our Blast Movement Technology solution is done physically at the mine site. With COVID-19 travel restrictions in place, we have developed and successfully employed a remote deployment methodology. • Using RealWearTM headsets in the field and utilising the knowledge management platform from HINDSITE, Hexagon workshop technicians have been able to support hardware repairs in local offices, which once would have been undertaken in our overseas offices. • The same headset is being utilised to provide clients with remote mentoring sessions by our skilled team members who are based in our regional locations and unable to travel to their site without extensive quarantine commitments. • In instances where our team members have had to travel to site, we have provided consumer technology such as VR headsets to help them cope with long periods of quarantine to and from site. Post-pandemic, Hexagon will continue to refine and improve this method of working. INTRODUCTION Shortly after the World Health Organization (WHO) declared COVID-19 (COVID) a pandemic, the words ‘social distancing’ entered the global lexicon. As governments, healthcare organisations and the public scrambled to respond to the crisis, one thing became abundantly clear: isolation was and, for most of us, still is the key to maintaining our health. Hexagon, a leader in sensor, software and autonomous solutions, was well positioned to pivot and assist in the global response to the crisis. From simulations of the effects of social distancing to mapping the spread of COVID in real time, to drone technology delivering COVID tests, to providing communities with transparent geospatial information, Hexagon solutions continue to help ensure that innovation is readily available to those who need it most during uncertain times. The effects on the public of social distancing, lockdowns and travel bans are well documented. They also present unique challenges to the mining industry.

Jun 22, 2022

By S Mundell, J Armstrong, M Evans

"Automation is a common goal within the coal industry for reasons such as efficiency, reliability and sustainability. However, it requires standards and frameworks so business systems can communicate effectively. Automation of sample analysis processes has been difficult to establish due to a lack of direct business system communication between commercial laboratories and mining companies. This has resulted in manual procedures that have contributed to problems relating to analysis instructions, sample identification, results formats and visibility of status.These problems result in loss of data and confidence in data validity, loss of process efficiency and inability to react to issues. An Australian Coal Association Research Program project (Evans, Armstrong and Arboleda, 2014) has addressed these issues through the Coal Quality Data Exchange methodology for direct business system communication between coalminers and commercial laboratories to optimise the transfer of coal quality data.The benefits to the coalminer of the framework are:increased clarity and auditability of what is being sent to the laboratory and what was requestedreduced potential for error introduced through manual transcription tasksincreased speed of loading of analytical results to the customer Geoscientific Information Management Systemimproved turnaround time for analytical resultsincreased knowledge about what took place in the laboratory with respect to the determination of the analytical resultsincreased visibility of the status of a ‘work order’. The benefits to the technology companies and commercial laboratories is a common framework on which to build a sustainable solution that gets away from the multitude of formats catered for today and time consuming manual processes. The common framework significantly advances the future possibilities for the automation of sampling and analysis processes in a production environment.CITATION:Armstrong, J, Mundell, S and Evans, M, 2014. Automating communications between laboratories and mines – a case from the coal industry, in Proceedings Ninth International Mining Geology Conference 2014 , pp 351–360 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Aug 18, 2014

The original and most basic relationship between mining company and explosive supplier was a simple one of consumer and product supplier. The divide between the two was quite clear-cut with neither taking much interest in the activities of the other. The explosive supplier had little understanding or share in the outcome, efficient rock breakage and therefore impact on mining and milling. Likewise, the mining company did not encourage the improvement or development of products. The transactions were limited to product and funds. This environment does not encourage any form of knowledge sharing, trust or optimisation of the mining process.Conversely, there are now a variety of relationships to the point that the mining company may simply be an asset manager whereby all æoperationalÆ aspects are contracted out. For the drill and blast aspect this takes the form of a æRock-On-GroundÆ contract whereby the explosives company takes on design, drill, load and fire responsibilities and is paid a rate per volume of broken rock. This removes the majority of risk to the mining company derived from having to produce broken rock and guarantees the cost of a portion of the overall unit cost of mining. The onus is now on the explosives supplier to break rock to a specification as efficiently as possible.There exist a number of variations between the æbasic supplyÆ and æRock-On-GroundÆ. These contracts may also include value sharing to encourage the explosive supplier to optimise the mining operation to maximise profit.This paper looks at some of the drivers for the change in explosive supplierûconsumer relationships and examines the æprosÆ and æconsÆ of a few of the options.

Jan 1, 2004