Search Documents

Last evening, in Auckland, I heard the Chairman of Heinz US, Dr Tony O'Reilly (who, in addition to Heinz's ownership of our largest food processor, also has substantial personal investments in this country), advocate New Zealand as a 'regional corporate capital'.   Why would someone like Dr O'Reilly hold that view? No doubt, as one of Ireland's great rugby players of the 50s and 60s, he admires at least one thing that we do very well (confirmed again in Dublin over the past weekend). But that's not sufficient to support such a view.   He cited many reasons for preferring New Zealand over, say, Sydney, Australia, calling this 'the most rational in which to locate [an] international headquarters', including û +         we have no capital gains tax; +         a more 'pro-business environment'; +         a 'first class' legal and banking system; and +         a 'simple political system'.   I can find no better 'text for today's address.

Jan 1, 1997

By S Wellink, D Chalmers, D Adermann, C Martin

The practice of recording blasts for quality control purposes has been conducted for several decades. However, at the low frame rates of a standard video camera, essential data is frequently missed as it occurs when the shutter is closed between frames.The use of high-speed video for the research, development and monitoring of the performance of blasting procedures is a well proven but under-utilised practice.The recent development of low cost, easy to use high-speed digital cameras and user friendly software can deliver a capability into mine management as a day-to-day production tool that can greatly improve blasting performance and reduce costs.Digital high-speed video and image analysis software can accurately quantify each blast. Analysis of the images can facilitate the identification of causes of variance from design, geology changes, errors in blast practice and areas of poor performance. The use of high-speed video greatly enhances the audit and review processes so that future blast design can be quickly and appropriately modified to deliver improved blasting performance and reduced costs.The three videos demonstrate the differences between standard video and high-speed video and the detail that can be obtained from them. These videos of open cut blasts can be used to identify blast performance variances. Capturing images at 1000 frames per second allows the analysis on a millisecond timescale where detonator timings, fragmentation, venting, fume generation and flyrock can be accurately identified.CITATION:Adermann, D, Chalmers, D, Martin, C and Wellink, S, 2015. High-speed video – an essential blasting tool, in Proceedings 11th International Symposium on Rock Fragmentation by Blasting, pp 471–476 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 24, 2015

By A Harris, N Fitzpatrick, F MacCorquodale

"An EXTENDED ABSTRACT is available for download. A full-length paper was not prepared for this presentation. The Gosowong epithermal Au-Ag deposits, located on the island of Halmahera, North Maluku Province, Indonesia, are owned and operated by PT Nusa Halmahera Minerals, a joint venture between Newcrest Mining Limited (75 per cent) and PT Aneka Tambang Tbk (25 per cent).The Gosowong deposit was a greenfields discovery in 1994. Subsequent brownfields discoveries, most recently in 2009, have resulted in a total endowment of more than 6 Moz Au. The three main deposits include Gosowong, Toguraci and Kencana, and as of December 2013, production comprised 5.7 Mt Au at 24 g/t for 4.3 Moz with remaining resources of 4.2 Mt Au at 13 g/t for 1.7 Moz.Mineralisation primarily occurs in multistage veins, breccias and stockwork veins, with at least four texturally- and mineralogically-distinct vein events, including: banded crystalline quartz, quartz-adularia, quartz-chlorite and quartz-sulfide stages. Vein mode, texture and mineralogy are zoned around areas of maximum dilation, vein width and vein grade. Within banded quartz-chlorite, grades of >1000 g/t Au are common. Anomalous Au-Ag-Pb-As-Sb-K-Li geochemistry in rocks is commonly associated with the epithermal mineralisation. Four major types of hypogene alteration are recognised at Gosowong: silicification (quartz-illite-adularia-pyrite) within the immediate vein zone, argillic (illite-quartz-pyrite) alteration enveloping the vein zone, advanced argillic (dickite-kaolinite-quartz) alteration above and adjacent to the vein zone and within the overlying Kayasa Formation, and propylitic (chlorite-epidote-albite-calcite-pyrite) alteration within the footwall and distal to the vein zone.CITATION:Fitzpatrick, N, Harris, A, MacCorquodale, F and Wardiman, D, 2015. The Gosowong goldfield – a world-class epithermal gold-silver district in Indonesia , in Proceedings PACRIM 2015 Congress, pp 235–242 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 18, 2015

By Brown H. R, Wright E. A

The authors identify the workable coal seams, their distribution in relation to quality and economic occurrence and relate their analytical characteristics to industrial use. The development of established collieries is also discussed with regard to increased production demand.The authors also indicate the potential of the coal resources of the Southern District and postulate their ultimate development.INTRODUCTIONThe Southern Coalfield yields 30 per cent of the total production of bituminous coal in New South Wales. The economic potential of the coalfield was examined last by Harper (1915). Since that time additional knowledge has been gained by prospectors, mining companies and public authorities. Expansion in the steel industry and the building of power stations on the coalfields together with improvements in fuel technology, mining methops and road transport have resulted in production of coal from seams mice thoughtto have no economic value.DESCRIPTION OF THE COALFIELDFor the purpose of this paper the term Southern Coalfield includes also the South-Western Coalfield which together comprise the following Coal Districts:IllawarraDouglas ParkWollondilly-NattaiMoss Vale-Berrima (Hanlon, 1953).Geographically the coalfield is contained by the Illawarra Range in the east, the Shoalhaven River to the south, the Wollondilly River to the west, and in the north by a line...

Jan 1, 1958

Although AustraliaÆs coal mining industry is currently experiencing a pleasing period of price relief, long-term trends toward lower real prices will surely continue. Higher price levels attract expansion by existing operators and market entrance by new operators. History clearly demonstrates the relentless long-term march toward ever lower real prices. Therefore, the need for economic returns applies constant pressure to improve productivity. To be sustained, high productivity requires a systematic response based on a solid understanding of critical productivity determinants. The most powerful determinant of productivity is now widely understood to be workplace culture. Culture largely comprises a combination of behaviours, symbols and attitudes. This paper will examine and review scienceÆs latest discoveries in human behaviour. It will provide a proven, practical framework for understanding behaviour and applying this knowledge. Significantly, it will highlight why conventional approaches toward improving productivity often provide disappointing economic returns. The modern understanding of behaviour factors will cover coal face operations. More importantly, because executive and managerial levels in coal mining have significantly greater impact on industry and mine productivity the paper will concentrate on leadership. Particular emphasis will be placed on use of modern systems and in particular use of what are by far the most powerful drivers of behaviours û measurement, analysis and reporting systems. The paper and presentation will show how conventional systems rooted in antiquated American legislation from the early 1900s stifle productivity improvement and drive suboptimal and even counterproductive behaviours. These commonly used systems will be compared with accurate and effective modern methods for assessing performance to improve productivity. These principles are proven in all industries and effective application in mining will be highlighted. Actual results will be used to demonstrate practical approaches successfully applied in both metal and coal mining in Australia and overseas.

Jan 1, 2005

By P Rubie, J Russell

This paper looks at the past, present and not too distant future of grinding mill relining.Since the adoption of autogenous grinding (AG) mills and semi-autogenous grinding (SAG) mills as the primary ore reducing devices in the comminution circuit, plant shutdown frequency and duration has largely been driven by the liner maintenance requirements of these mills.The past 30 years have seen the introduction of many technologies to reduce relining times and frequencies. Advanced relining systems have been developed which include single and twin Mill Relining Machines, capable of placing large (up to 8000 kg) liners, high energy recoilless THUNDERBOLT Hammers, and high capacity Feed Chute Transporters. Despite these advances, today many of the hazards associated with mill relining remain and reline times still vary considerably between mine sites. A sophisticated discrete event simulation program, designed to analyse the mill relining process, has revealed the dominant influences on reline times of crew performance and of the need for safe access to larger segments of the mill.A new generation of advanced and semi-automated technologies is currently being tested that will address these remaining challenges. These technologies remove people from the hazardous environment inside the mill and will allow techniques used in modern advanced manufacturing to provide a near-future step change in mill relining safety and performance.CITATION:Rubie, P and Russell, J, 2018. 21st century relining – the path to greater mine site profitability, in Proceedings 14th AusIMM Mill Operators' Conference 2018, pp 621–640 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 29, 2018

By C Tapia, B Hay

There is a close relationship between the mining industry, economic growth, and technological and social development. Mining activities benefit all economic agents, but only during a timespan determined by available reserves, primarily driven by internal factors such as production rate, technology and costs, and external factors such as prices determined by the market and taxes and royalties controlled by governments (Gordon and Tilton, 2008; Henckens, 2021; Tapia Cortez et al, 2018). The intense use of Mineral Commodities (MC) needed to maintain the current lifestyle has placed ore depletion as one of the main threats to sustainable economic, social and technological development. However, ore depletion does not only arise due to the finite nature of MC, price fluctuations or technological challenges. It is also triggered by the ‘economic limits of extraction’, determined by the optimisation of financial factors and technical restrictions within the regulatory framework (Henckens, 2021). Most reporting standards – if not all – define ore reserves as ‘the economically mineable part of a Measured and/or Indicated Mineral Resources’ determined by the technical and economic viability of extracting, processing and commercialising MC having the NPV as the fundamental decision – making tool (JORC, 2012; Krzemień et al, 2016). However, is the NVP an ‘economically’ basis index able to capture the complexity of economic phenomena? No, it is not, and it is crucial to define what is economic and financial. Although related, they are different disciplines. Economics studies the behaviour of the different market agents, including human behaviour and policies and explains the factors involved in the scarcity (or surplus) of goods and services. Finance focuses on financial systems and managing funds considering the time, cash available, and risk. It involves banks, loans, investments, and savings and can be considered a small subset of economics (Simon, 1959; Tapia Cortez et al, 2018). Given the economic nature of ore Reserves, endorsed by governments (Figure 1), NPV is an incomplete tool to determine ore Reserves as it limits the problem to simply maximising cash flows instead of optimising the economic benefits for all economic agents. In addition, using the rigid scheme of controlling taxation – unable to adapt to new market or economic conditions and systematically increasing – within the NPV framework only increases the sub-optimisation of ore reserves, mainly due to the systematic taxation rise. Short-term benefits of higher taxes and royalties are unlikely to offset the impacts of reducing exploration and project development in the long-term, which not only boosts ore depletion concerns but also reduces competitiveness, threatening economic and social welfare (Fisher, Cootner and Baily, 1972; Gordon, Bertram and Graedel, 2007; Lilford, 2017; Mardones, Silva and Martínez, 1985; Radetzki, 2009; Rodrik, 1982; Tan, 1987; World Bank, 2000). Holistic methods and collaborative tools, able to dynamically simulate and assess how changes in the technical settings, regulatory framework (taxes and royalties), and financial factors affect the availability of ore reserves and the impact for all economic agents, should be incorporated into the evaluation process to fill the gap.

Aug 2, 2023

Northern Iron Ltd (NIL) is an Australian listed company that recently brought the historic Sydvaranger open pit Magnetite Mine (the Project) in Northern Norway successfully back into production. NIL made the decision to operate the Project on an owner mining basis, due to limited large scale mining expertise amongst Norwegian mining contractors, a long mine life, a limited range in planned mining rate and to minimise costs. As a new mine operator in a country where labour practices are strictly regulated, there was the desire to reduce the risk associated employing and managing skilled personnel. This was achieved by coupling the purchase of the required mining equipment from the original equipment manufacturer's (OEM) regional dealers with OEM supported Maintenance and Repair Contracts (MARC). This paper examines the process that was followed to implement an owner mining operation in a short time frame; approximately 12 months from the initial requests for quotation to actual delivery of mining equipment to site, and some of the challenges faced. By following a formal and well-tested process, not only was the implementation achieved in the set time frame, but significant value was added through the cost savings achieved in the equipment purchase price and MARC rates that were negotiated through this process.

May 1, 2010

Project delivery in our current market is not as efficient as it could be. Industry at large (both client and consultant), is diligently following the engineer, procure, construct, manage (EPCM) or engineer, procure, construct (EPC) delivery models and not necessarily appreciating the underlying principles that make them the effective tools they were to start with. We often misinterpret project management with EPCM and end up with a literal and superficial interpretation instead of the disciplined risk reduction and business value capture exercise it is intended to be. One of these underlying principles is the project team as resource or commodity depending on which perspective we follow. Some of us understand this principle only too well and succumb to the temptation to take advantage of the imbalance in the understanding of EPCM by selling bodies and hours. Value and return on investment do not always come into the equation. The latecomers and aspirants are struggling with this as a barrier of entry into this lucrative market, since as we all know - people as commodity was becoming and still is a scarce resource. Clients are also waking up and asking why 1000 engineers on the floor are better than 100, when engineering design in all aspects of industry, new technology aside, is mature. Why is it that we start with a clean sheet of paper with every project or that neighbours in the same industry segment and location just happen to have completely unique conditions and circumstances that require totally original design (Local conditions aside)? The answers to this question appear when we explore the role of the project team and how it is structured. We will need to investigate team culture and levers for success. Then we will formulate a business case for a team to be able to follow traditional project management practices with EPCM delivery models but yet end up with an alternative look, feel and result. An outcome where more input is not necessarily better and the client and consultant both are aligned with success measured in dollars and a win-win outcome for both parties.

Jan 1, 2009

Young professionals are riding the current wave of high demand for their services and relatively little competition for placements. The attraction and retention of quality incumbents has therefore become a significant strategic issue for companies in our industry. Money is important, but poorly structured career development and lack of learning opportunities can discourage the highest paid professionals from being enthusiastic and striving for excellence. This will inevitably lead to the search for a new position. Important factors at play include the young professionalÆs lack of understanding of career pathways and poor quality, or lack of, structured on-the-job training and professional development. Too often young and not so young professionals are faced with the reality that fabulous looking (and paying) jobs can be quickly reduced to the monotony of repetitive tasks in an isolating environment. While it is the responsibility of the incumbent to manage their own career and professional development, without experience, how is anyone meant to understand the importance of their roles and the options for career development? Mentoring is therefore essential to the strategic plans of every organisation and the strategic plans of every professional. Mentors will accelerate learning, guide decision making and develop both competency and confidence as they share their experience, both technical and regarding the machinations of a particular discipline, within our industry. Mentors need not be from the same organisation as the mentee and in some cases this may be a distinct advantage. This paper discusses mentoring as an opportunity for young professionals and mentors to initiate and maintain a supportive relationship, the responsibility of management to get mentoring right and the responsibility of young professionals to demand the opportunity for professional development through mentoring.

Jan 1, 2006

Conflicting claims and views on the priming of ammonium nitrate/fuel oil (ANFO) are reviewed; certain fallacies and misconceptions are rectified. Optimum priming systems for a range of blasthole conditions are indicated. Moves towards optimum priming lead to reductions in the combined cost of drilling, blasting and handling the material. With shallow blastholes, two-point priming is rarely warranted. Best blasting results from single priming are usually obtained when the primer is located near, but not at, the bottom of the blasthole. As blast- hole depth increases, two-point priming becomes more reliable and effective than single priming. For two-point priming, primers should be located such that detonation waves in the ANFO collide at grade level or, if preferred, within a hard band in the burden. Where blastholes are very deep and/or strata variations can be appreciable, three or more spaced primers are often justified. The effectiveness of a primer varies with its detonation pressure, diameter and length. Primer properties influence the velocity of detonation (VOD) near the primer, but do not affect the final (steady-state) VOD in the ANFO. Some primers cause 'run-up' (i.e. lower than steady-state) velocities whereas others cause

Jan 1, 1974

By I Gipps

Each of us has a vision of what the future mine will be and, generally, these visions have many similarities and some differences. One of the major discrepancies in visions of the future mine is not the ultimate goal but the path to achieve it. Many of the future concepts require a radical re-thinking of how things are and will be done yet. So how do we reach this visionary future mine? We need a path that satisfies both our future aspirations of a high tech gee-whiz operated from our iPads and the unfortunately mundane approach that says ‘we must know the method works, ie nothing new’.This paper explores how, within a research based organisation, we firstly set our ultimate goal and then divide the path into realistic technology development chunks that would appeal to mining companies to progress within their organisational constraints. Through examples, such as, automated LHDs, communications systems, surveying and localisation, rock cutting and geological sensing, we illustrate how this path will get us from the here and now to the out there future.This paper also demonstrates CSIRO’s short, medium and long-term research in many of the areas needed to create the Future Mine: mining methods, automation and remote control, mine communications, mapping and mission planning, geological sensing and, importantly, human-system integration, which examines how to effectively present data as information to operators and supervisors in an intelligent and useful manner.

Nov 22, 2011

By M Forbes, R Jeuken

Brownfields geoscience measurement such as drilling and surface geophysics can be costly and it is often difficult to weigh the cost of data collection and processing against the value it unlocks at the time of extraction. This makes it difficult to prioritise geoscience expenditure and find the optimum intensity of geoscience activity across competing assets. There are multiple options for managing resource uncertainty and spatial variability through mine planning and resource engineering such as varying marketing strategy, adjusting stockpile or other infrastructure design and product blending. Consideration of these alongside increased data collection further complicates finding a comparable value of geoscience programs to determine the right blend of geoscience measurement and engineering controls. Concepts similar to Value of Information (VOI) analysis which is applied to strategic planning can be used to estimate the value of geoscience measurement and pit sequencing at tactical planning and operational timescales. This involves the quantification of resource uncertainty and prediction of how it will affect resource extraction. This paper outlines this process and demonstrates its use to prioritise geoscience at BHP Coal Assets. The value of infill drill programs in enabling operational stability is quantified and compared the value of engineering controls like increased stockpile capacity. This study supports that idea that the application of VOI methods to bulk mining at tactical time horizons has potential to inform geoscience planning and resource engineering not just separately, but as part of a unified strategy for managing resource uncertainty.

Mar 22, 2022

By A M. Wala, H W. Wu

A research project incorporating a number of mine site exercises to reduce the effects of fire incidents and possible consequent health and safety hazards has been undertaken focused on the application of mine fire simulation software packages for contaminate tracing and fire modelling in coal and metalliferous mines. This paper examines aspects of introduction of inert gases to underground workings to aid recovery of a mine following a fire. Broad conclusions from work undertaken at individual Australian coal mines are discussed as examples. The effort is built around the introduction of the fire simulation computer program æVentgraphÆ to the Australian mining industry and the consequent modelling of fire scenarios in selected different mine layouts. Case studies have been developed to examine usage of inertisation units and particularly application of the GAG jet engine unit. One example has focused on selection of the best surface portal location for placement of the GAG for most efficient suppression of a fire. A second has examined a situation with significant seam gas being emitted on the face. This has shown that under certain face dip angles stopping the mine surface fan to reduce dilution of GAG exhaust gases will cause reversal of face air and consequent mine explosion as gas laden air is drawn across a fire. A third examines inertisation and dilution issues in mains headings. mains headings present a complex ventilation network with often numerous parallel headings, hundreds of cut-throughs and a variety of ventilation control devices. In such a complex system (with additional interference from a fire), maintaining control of the movement of inert gas is more difficult than elsewhere in the mine. Some illustrations of this issue are given.

Jan 1, 2005

By J Coombes, R Sterk

The efficiency of the Australian and New Zealand stock exchanges relies on a fully informed market: shareholders and investors are fully and transparently informed of all material information relating to the shares. These principles of transparency and materiality are similarly core to the Australasian Code for Reporting of Exploration Results, Mineral Resources and Ore Reserves (the JORC Code). The JORC (Joint Ore Reserves Committee) Code also includes a principle of competency to ensure that the person providing the material information for public disclosure is suitably qualified and experienced.Since its inclusion into the ASX (Australian Securities Exchange) Listing rules in 1989, the JORC Code has continually improved and evolved in attempts to meet the market’s need for competent, transparent and informed disclosure. The quality and effectiveness of Public Reporting in accordance with the JORC Code is under constant challenge: some practitioners argue there is insufficient regulation, while others argue the need for greater self-regulation.This paper contributes to that discourse by exploring how well the Reporting expectations are met, and, whether Public Reporting in accordance with the JORC Code has a material impact on share-price movement.CITATION:Sterk, R and Coombes, J, 2017. Public reporting – new standards or no standards?, in Proceedings Tenth International Mining Geology Conference 2017, pp 423–432 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 20, 2017

The first grant of land rights in Australia was pursuant to the Aboriginal Land Rights (Northern Territory) Act 1976. That Act has been at the core of the dispute between land rights and miners' rights. The mining industry believes that the Act, in giving a right of veto to Aborigines with respect to exploration and mining on Aboriginal land, has been responsible for a stagnation in exploration amd mining activity in the Northern Territory. In February 1985 the Commonwealth Government released for public comment its preferred model for national land rights legislation. The model has been opposed by the mining industry because it believes, first, that land rights is a matter which should be left to the States and, secondly, that the detailed mechanisms contained in the model constrain the industry in the manner of the Northern Territory legislation. Aboriginal leaders have opposed the model because it does not, in their view, measure up to undertakings given by the Commonwealth Government and, in addition, it provides for amendments to the Northern Territory legislation which are likely to result in the loss of the Aboriginal veto right. Are land rights and miner's rights compatible? The answer is yes provided all parties, including Governments, are prepared to talk and compromise and Governments recognise that the grant of land rights and any control by the Aboriginal people of exploration and mining on their land is not a substitute for raising the living standards of Aborigines as a significant group of disadvantaged Australians.

Jan 1, 1986

By F N. Baez

This paper supplements a keynote address prepared for the MassMin 2016 conference on mass underground mining methods, including block, panel, inclined and sublevel caving. It advocates for a new cave mining paradigm that takes advantage of a number of new and disruptive technologies or innovations that have evolved over the last 15 years, some of which were initiated by major mining companies such as Codelco. The paper will address the challenges that the industry will be facing in the future as well as possible solutions. As background, the paper summarises the challenges that the industry has faced in the past and how such challenges were addressed. The author acknowledges that given his more than 30 years of experience with Codelco Chile (operations and corporate), aspects of his intelligent mining concept have no doubt been influenced and have matured during his invaluable time with Codelco also as the Head of Technology and Innovation. In the paper, he uses some of the innovations developed within Codelco and by the Chilean Government to illustrate the concept of ‘intelligent mining’.CITATION:Baez, F N, 2016. ‘Intelligent mining’ – the way of the future, in Proceedings Seventh International Conference and Exhibition on Mass Mining (MassMin 2016), pp 3–8 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2016

The Australian metallurgical processing industry has shown great innovation and progressiveness over the past ten years. During the same period, exploration activity, particularly by Australian companies, has increased substantially in Indonesia. Following feasibility studies, the decision was made to establish a metallurgical laboratory and design facility in Indonesia. An Indonesian partner was selected, and legal and corporate matters were determined. The laboratory was established but proved far more difficult than a similar undertaking in Australia. Australian and Indonesian staff were recruited and training programs, including training of Indonesian staff in Australia, were implemented. Difficulties of operating in Indonesia included: ò language difficulties ò _ local pace of life ò culture ò communications. Rewards of the decision to establish the means to present the technology to Indonesia have included: ò a contribution to Australia's export of technology. ò an opportunity to expand Normet's client base. ò the opportunity to learn aspects of a foreign culture. ò the means to establish a sound long term investment. This export of technology from the Australian mining industry to Indonesia is an example of the initiatives and capabilities shown by the Australian mining service industry.

Jan 1, 1989

By E Ben-Awuah

Mine planning is the backbone of all mining enterprises and determines the profitability or otherwise of any mining investment. Providing high quality ore and tailings containment at the right time are the main drivers in oil sands mining. Recent environmental and regulatory requirements also makes waste management an integral part of mine planning in the oil sands industry (Directive 074). Due to the limitation of lease area, the pit phase advancement in oil sands mining is carried out simultaneously with the construction of tailings dykes in the mined out areas of the pit. These in-pit dykes are constructed to hold tailings that are produced during the processing of the oil sands ore after an initial external tailings facility. Most of the materials used in constructing these in-pit and ex-pit dykes come from the oil sands mining operation, making it necessary to have a plan for supplying the dyke material. The research problem here is categorised as: determining the order of extraction of ore, dyke material and waste to be removed from a predefined ultimate pit limit over the mine life that maximises the net present value of the operation û a strategic schedule; anddetermining the destination of dyke material that minimises construction cost depending on the construction requirements of the various dykes as per their designs û an operational schedule. There has been developed, implemented and verified a theoretical optimisation framework based on mixed integer goal programming (MIGP) to address the oil sands long-term production scheduling and waste management problem. The research introduced the development of multiple material types and multiple destination optimisation techniques using MIGP in the context of mine planning. This study presents an integration of mixed integer programming and goal programming in solving large-scale mine planning optimisation problems using clustering and pushback techniques.

Sep 26, 2011

By D Kilkenny, D Nardini, P Kline

This paper is a case study highlighting learnings and success in two areas challenging underground miners: change management and collaboration. It examines the implementation process of a new automated loading system in the bulk stoping area of Telfer Mine in Western Australia, controlling multiple load haul dump machines. Here, the new technology has brought together different functions and different companies to deliver a well performing automation system in a changing and challenging mining environment. The introduction of a new and different technology on site has driven collaboration between all stakeholders to break down the traditional barriers to achieve the sustained performance required. Historically, different teams have operated within silos and not always aligned to deliver a ‘best for project’ solution. Technical teams focus on the mine design, maintenance teams focus on reliability and operations execute the plan. Mining contractors focus on productivity and cost. Manufacturers focus on supply of goods and service. Optimising each silo individually is not guaranteed to provide an optimal mining solution. Involving elements from each team as seen at Telfer, has resulted in an optimal mining solution for the automated loading system. A change of focus from the technical teams to include automation parameters in the mine design; operability and maintainability built into the system design allowing for collective ownership and responsibility resulting in a more resilient solution. The implementation of the new technology was not only a technical change but more importantly, successful management of change. Elements of successful change management such as communication, vision, leadership and planning, are essential to harness a trusting site culture which is responsive to new technology. Learnings and challenges from this change process will also be discussed with the intent to improve the success rate and timelines of technology implementations in the future.

Mar 15, 2021