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By G Britton, P Moynagh

As more than a few mines gradually sink under the weight of emails, whiteboards, notice boards and ever more complex spreadsheets, the holy grail of effective short-term interval planning and control in underground mines is as far away as ever. Despite the mining industry investing ever greater amounts in planning and Enterprise Resource Planning systems, short-term plans become ever more complex and rigid. What the industry desperately needs are not more ‘disembodied voices down the speaking tubes’, but flexible and effective planning systems that encourage people to make reasonable commitments to each other so that everyone can work as a coordinated team to complete the work required each shift.One solution to the challenge has emerged. This paper describes the ‘Fewzion’ shift planning and short interval control system which has been developed at Anglo American’s Moranbah North and Glencore’s Oaky Creek coalmines in Central Queensland. Fewzion has drawn on management theory embodied in Management Operating Systems, Lean and Theory of Constraints approaches to continuous improvement to play a key role in both mines achieving record breaking tonnages.In addition to explaining the Fewzion approach, a case study is presented describing how Anglo American’s Moranbah North improved production by 39 per cent in 2014/2015 and won ‘Coalmine of the Year’ two out of the last four years and how Glencore’s Oaky Creek sustainably improved monthly development meters by 34 per cent within two months of implementing Fewzion.CITATION:Moynagh, P and Britton, G, 2017. How a frontline planning and commitment system improves trust, commitment and results in operations, in Proceedings 13th AusIMM Underground Operators’ Conference 2017, pp 235–240 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 16, 2017

By M I. Roberts

As Australia’s mining industry painfully retrenches, mining executives and managers strive to remain viable by seeking significant productivity increases directly through process improvement and indirectly by improving leadership and workplace culture, the most powerful determinant of productivity. Culture is the combination of people’s attitudes and behaviour, together with leadership values and focus.Comprehensive new and automated data collection and management systems promise much for improving productivity, yet despite rapid advances in measurement and sharing of data, the use of data can reduce productivity unless behavioural aspects are considered and designed as part of implementation. This is because systems drive behaviour that in turn shapes attitudes to determine culture.Experience from many mine sites and other industries in three countries confirm that the most powerful drivers of people’s behaviour are the Measurement-Analysis-Reporting system and business leadership.This paper discusses fundamentals of practical, statistically valid process measurement, analysis and reporting systems before discussing associated leadership considerations for sustained improvement in safety, productivity, employee retention, leadership, accountability and commercial returns.The key to productivity improvement is improving core processes and important support processes. In turn, the key to process improvement is identifying the major process components and their interaction by measuring and then analysing their variation and level of performance. Understanding variation is often neglected yet is usually highly significant. It is essential that the fundamentals of statistically valid yet practical process and data analysis are understood and incorporated into system design to ensure productive, informed behaviour.The design and use of Measurement-Analysis-Reporting systems influences behaviour most profoundly and determines people’s effectiveness. Behavioural aspects are detailed by focusing on six primary drivers of human behaviour and five basic systems for managing businesses. These are integrated in a seven-step process and productivity improvement methodology that combines statistical, analytical, systems and behavioural factors.The paper includes development, implementation and tracking of a project plan for improving management and leadership systems to drive aligned behaviours. This key leadership responsibility is essential for improving performance to get the most from capital while providing people with the opportunity to develop greater autonomy, which is essential for self-discipline, responsibility, initiative and accountability.CITATION:Roberts, M I, 2015. Integrating measurement, systems and leadership to build safe, productive cultures, in Proceedings Third International Future Mining Conference, pp 73–82 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

RME has a vision for a new grinding plant operational paradigm made possible by RMEÆs fast, safe Mill Relining System. Some new liner designs can degrade SAG mill performance because of mill volume loss, ball strike (rotational speed limitations) and other issues often brought about by modifying liner design for maximum life and without a backward glance at metallurgical consequences. Freshly relined mills can initially produce as little as 80 per cent of their maximum throughput, that maximum occurring toward the end of the linersÆ wear life. RMEÆs proposition is to see new liners designed for maximum commercial performance. This may mean more frequent mill relines but with liners designed to yield optimum grinding, metallurgical and profitability performance, not maximum life. In other words, mill liner profiles and mill relining speed become key operational controls and not simply æmust doÆ maintenance functions. Taken to the extreme, liner profiles may prove capable of ætuningÆ a grinding plant for maximum profitability in any metal price environment. Following the introduction, the first section of this paper provides an update describing recent and significant developments within RMEÆs range of Mill Relining Systems, the enabling technologies which permit more frequent liner exchange without incurring additional downtime imposts. The second section outlines RMEÆs vision of a æliner profile versus profitabilityÆ commercial model, developed either intuitively or by using a combination of new measurement and modelling technologies. These new measurement and modelling tools provide the opportunity to predict the optimum commercial outcome, off-line in the virtual world, before committing to an expensive liner experiment.

Jan 1, 2007

The organisers of this function have suggested that this presentation should accomplish the following broad goals:set the technical tone for the conference to follow, implying some discussion of the æstate-of-the-artÆ of reserve estimation; and raise some current and common problems or deficiencies in our art in order to be thought provoking. As an engineer it is always easier to raise problems than to solve them with state-of-the-art. Consequently, I have had to limit the extensive list of problems that could have been discussed within this presentation. In regard to the state-of-the-art, this presentation will not be an esoteric discussion of the latest statistical estimation processes, although I intend to challenge those with skills in that area to address some of the thought provoking issues later on. The subtitle of the paper was established after reading an excerpt from æLife on the MississippiÆ by the American humorist Mark Twain in which Twain observed that the Mississippi River had become shorter during his working period on the River due to natural cut-offs and man made channels. Projecting into the future, he calculated that by now, Cairo, Missouri and New Orleans, Louisiana would become a single city with one mayor (the two cities are still separated by some 500 air miles). As a moral to this story Mark Twain observed that one can obtain: æwholesale returns of conjecture out of such a trifling investment of factÆ.

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

Exploring long-term future possibilities for your business and methods for achieving them are critical functions of leadership. More than ever, strategic initiatives today have to be planned and delivered in an environment of disruptive change û driven by shifting business or regulatory imperatives, new technologies and global economic change, and diverse stakeholder interests. The notion of The Future as a single inevitable outcome is obsolete. There are many possible futures. This paper explains an innovative process û known as scenario planning û to help executives in the construction and testing of longer-term strategies to deal with uncertainty.

Jan 1, 2006

By T J. McGavin

This paper examines the fire life systems implemented in two existing tunnels and discusses whether the standards used were appropriate. It focuses on the Terrace Tunnel as this upgrade and refurbishment is complete.The New Zealand Transport Agency (NZTA) manages six tunnels on the State Highway network with two of these built in the last seven years. The Terrace Tunnel, opened in 1978, was refurbished with modern fire life safety systems in 2010–2012. An interim upgrade of the Mt Victoria Tunnel, opened in 1931, was also carried out at this time.In present times, few existing tunnels have undergone significant upgrades and refurbishments. The Terrace Tunnel required: new power supplies, control buildings, lighting, wall panels and jet fans, a deluge system, emergency exit lights and way-finding lights, a public address (PA) system, a radio rebroadcast system, lane control sign (LCS) and variable message sign (VMS), an over-height detection system (OHD) and a new tunnel management system.In the absence of suitable guidelines, various standards were used to carry out the refurbishment. The Austroad Guide to Road Tunnels and AS4825 Tunnel Fire Safety, although designed for new tunnels and not specifically intended for existing tunnels, provided a framework. A multi-criteria assessment of risk (MCAT) was carried out to determine the systems to be provided.The Terrace Tunnel has perhaps set a benchmark for refurbishing existing tunnels as few projects of this type have been completed recently. This paper examines the process and the outcomes.CITATION:McGavin, T J, 2014. The refurbishment of the Terrace and Mt Victoria Tunnels, Wellington, New Zealand, in Proceedings 15th Australasian Tunnelling Conference 2014 , pp 87–94 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 17, 2014

By S H. Begg

There is strong evidence that many major oil and gas (O&G) projects are plagued by large cost and schedule overruns, or significant underperformance in productivity. Similar evidence exists for large mining projects. This paper claims that uncertainty is the underlying reason why projects fail to deliver the metrics used to justify their investment, or to deliver the economic value possible if alternative decisions had been made.Most technical and economic analyses are performed to reduce uncertainty to help make decisions. Decision-making is about ranking alternatives and choosing the best; rarely are precise predictions required, if this is even possible. Better uncertainty assessment is one of the keys to better decisions, thus better business outcomes. To get better decisions it is suggested that the focus or reward/penalty incentives be shifted away from the quality of outcomes to the quality of decisions. High-quality decisions are those that are generated from the skilled use of the tools, methodologies and processes from the discipline of decision analysis.Uncertainty is quantified by probability, which is a degree of belief in the truth/falsity of some proposition about a quantity relevant to a decision, such as volume of in-place resource, future price or action of a competitor. The probability a person ascribes to a proposition depends upon their information set; hence probability is subjective – it is not an inherent attribute of the quantity of interest or the physical system.The above simple observations have profound implications for modelling approaches, how they deal with uncertainty, the use of data to help assess uncertainty and the reliability of information provided by subject-matter experts. The limited circumstances under which frequency data (from spatial or temporal variables) can be used to assign probabilities is also reviewed.People, in general, are subject to a range of biases and cognitive errors. Research with O&G subject-matter experts shows that their expertise offers little or no protection from making errors in probability assessments and other judgements.CITATION:Begg, S H, 2016. Decisions, decisions – uncertainty, variability, modelling and psychology, in Proceedings Seventh International Conference and Exhibition on Mass Mining (MassMin 2016), pp 9–18 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2016

By C Harrison, A Bowskill

The Ambuklao hydroelectric dam was originally constructed in the 1950s in the remote and mountainous region of the northern Philippines. Following its construction the dam has suffered heavily due to siltation and a partial collapse of the intake structure due to a 7.8 magnitude earthquake that struck the region in 1990. Between the years 1990 and 1999 the power station progressively lost its capacity to generate power. In 1999 the owner took the power station out of commission. The power station remained idle over the next 12 years. In 2008 the power station was sold to a new owner who commissioned the rehabilitation works.The rehabilitation project restored the operating status of the power station in June 2011 and increased its capacity from 75 MW to 105 MW. The civil contract of the rehabilitation project required the construction of a new intake structure behind an in situ rock coffer dam on the edge of the existing reservoir, new 6.2?m diameter × 124?m deep blind sunk shaft behind the intake structure, which connects to a new 6.8?m horseshoe profile headrace tunnel that ultimately connected onto the existing vertical penstocks which feed three No 35 MW Horizontal Turbines rated at 155?m head.The unique challenge in rehabilitating this existing hydropower station involved finding solutions that would conclusively deal with the challenging geological and hydrogeological conditions associated with excavating new tunnels and a drop shaft beneath a live dam.McConnell Dowell was awarded the civil works package for the rehabilitation works in August 2008. The Ambuklao rehabilitation program took 33 months to complete.Over 600?m of tunnels were excavated in highly weathered and often challenging geotechnical conditions via drill and blast with the extensive use of high-pressure fissure grouting to control groundwater ingress that was surcharged by the dam.This paper focuses on the use of high-pressure fissure grouting that took place to enable the excavation of the new waterway system and intake structure.CITATION:Bowskill, A and Harrison, C, 2014. High-pressure fissure grouting for drill and blast tunnelling, Ambuklao, Philippines, in Proceedings 15th Australasian Tunnelling Conference 2014 , pp 141–152 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 17, 2014

The basic make-up of the majority of currently produced bulk explosives has changed little in the last 20 years. These explosives would be described as mature in a life cycle analysis. Therefore these explosive products and the practical rules for their use are well understood and well established. In recent years there has been interest in low density explosives, predominantly due to ammonium nitrate shortages and the associated increase in the cost of explosives. In the use of low density explosives some of the practical rules for the more commonly used bulk explosives do not apply. Therefore a shift in the thinking among users is required. At a number of mines low density explosives have been trialled or are being used, utilising the practical rules that apply to bulk explosive products. This has led to poor blast results in many situations. These poor blast results have often then led to a reduction in the use of low density explosives at the mine. This reduction does not acknowledge the advantages that can be gained from this product in the area of reduced cost of mining. This paper looks at low density explosives and discusses how and why these products work. Included in the paper are some practical ideas and examples of how low density explosives can be effectively used at the mine site.

Jan 1, 2007

By J Vann

The philosophical context of many activities in mine geology can be an important lever in adding value to operations. For mine geologists (including resource and grade control geologists) we argue that the tasks of problem formulation, observation and data collection, interpretation and modelling invoke various philosophical considerations whether the practitioner is aware of them or not.Constructing testable models to explain reality is the definitive aspect of any activity claiming to be ‘scientific’. A primary goal of mining geology is to build models that accurately predict reality to an acceptable degree and these include litho-structural, stratigraphic, grade control, resource or reconciliation models. What’s more, in mine geology we are often able collect additional drill samples or access new underground openings, for example, that can provide relatively rapid feedback on how predictive, and therefore useful, our models are. In this paper, we describe the key philosophical frameworks proposed for conducting scientific investigations, including falsification, the method of multiple working hypotheses and structural concepts of scientific theory. The strengths and weaknesses of these approaches are discussed and an attempt is made to relate them to activities undertaken by mine geologists. Common perceptions of what constitutes the scientific method have been dominated by how scientists do experimental physics and chemistry in particular. There are very important differences in the types of problem confronted in these experimental sciences compared to the ‘historical sciences’, such as geology, where the processes studied are unique and only evidential traces of past events are available. The philosophical implications of attempting to validate numerical geological models, such as resource estimates are also briefly considered.Some practical conclusions are drawn about how mine geology activities can be better implemented if practitioners are cognisant of the importance of philosophical considerations when attempting to gain new knowledge through a scientific investigation. We believe that the implications for creating additional value to a project or operation can be very significant when geology is applied by a practitioner with an understanding of the philosophical basis of the activities we think of as constituting a scientific investigation.Remember that all models are wrong; the practical question is how wrong do they have to be to not be useful? (Box and Draper, 1987, 74 p).The demand that theories be highly falsifiable has the attractive consequence that theories should be clearly stated and precise. If a theory is so vaguely stated that it is not exactly clear what it is claiming, then when tested by observation or experiment it can always be interpreted so as to be consistent with the results of the test. (Chalmers, 1999, 67 p).

Aug 22, 2011

By R A. Medower

This paper provides a glimpse into the future of minerals processing with emphasis on æAutomation InnovationsÆ for the new millennium, particularly those involving advanced process control and innovative new applications of process control technology in 2007.

Jan 1, 2000

By J Franz, S Bock, N Hentrich

Artificial ground freezing is the unrivalled method for groundwater control during mine shaft sinking. Moreover, ground freezing may also provide temporary ground support. The fast development of fibre-optic temperature monitoring devices, three-dimensional freeze pipe survey methods and numerical modelling software provide grounds for developing new and reliable tools for ground control during freeze shaft sinking. This paper presents examples of predictive numerical models that are based on back-analysis and calibration of temperature data that covers the complete construction cycle from pre-freezing through to artificial thawing. The back-analyses showed that standard numerical models are not capable of predicting the prevailing thermo-mechanical conditions satisfactorily. This paper describes the development and implementation of new tools for improved consideration of concrete hydration and latent heat, along with the introduction of other algorithms that improve and simplify the efforts of managing complex numerical models. A function is presented that allows for an automated correction of the model’s mesh based on results of three-dimensional freeze pipe surveys. This paper demonstrates that the latter consideration is important, because the often employed assumption of idealised freeze circle geometry in numerical models impacts on the accuracy of such model’s predictions. Subsequently, the verification of these extended numerical models is demonstrated. Due to its flexibility, the FLAC3DTM code was employed for the numerical modelling. This software provides the possibility of implementing additional functions written in internal FISH or Python language into the models. It is concluded that state-of-the-art techniques for freeze hole drilling and surveying, on-site monitoring and advanced numerical analysis provide a significant potential for both the design and the operation of largescale ground freezing measures. The application of the extended numerical models for predictive simulations during construction allows for temporary shaft lining optimisation, for assisting in operational decision making and for compensating temporary loss of monitoring data. Suggestions are made for required future work in order to further improve the developed ground control tools. CITATION:Bock, S, Franz, J and Hentrich, N, 2018. New tools for ground control in freeze shaft sinking, in Proceedings The Fourth Australasian Ground Control in Mining Conference (AusRock), pp 393–406 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 30, 2018

By E McLean

The decision making check-list and hierarchy of information for process and plant design is generally wide-ranging and complex. The nature of grades, mineralisation and ore types in an ore body, its mine development sequence, and the body of results from metallurgical and physical test work present complex and competing influences on flowsheet development, values for design, equipment selection, plant efficiencies and operating strategy. The challenge is how to manage all these variables, to understand their impacts on performance, and how best to provide a cost-effective plant design and robust process that meets daily/weekly/monthly operating objectives. Throughput, production and grade or product specifications need to be met. The ore body is not average; its range of metallurgical and physical characteristics may be moderately to highly variable. This paper assesses some of the key competing influences and conflicting issues in design and equipment selection, and their effect on production and performance expectations.

Aug 8, 2011

The green field discovery of a two million ounce high-grade refractory gold ore deposit in the Indonesian Province of Sulawesi Utara, led Newmont to utilise its proven technical expertise in dry grinding and whole ore roasting to develop a 2000 tonne per day, 160 000 ounce per year operation in this remote and picturesque location.Located at an elevation of 250 in above sea level and ten kilometres to a deep water natural harbour, the hard rock open pit mine, process plant and infrastructure facilities were built to budget at a capital cost of US$132 million. The plant was commissioned with oxide ore, with the first gold poured in March 1996 and with refractory ore in January 1997. The operation rapidly met its production targets because of extensive forward planning and training programs developed for the local workforce. The presence of steep topography, fertile coastal plains, high rainfall, high seismicity of this location led to the decision to dispose of neutralised tailings in deep water off the coast instead of impounding tailings in a dam. This paper describes the development of the project and the challenges in developing a gold operation in a remote location which lacked infrastructure, the steps taken to ensure a smooth commissioning, and the selection of the workforce to operate a technically sophisticated facility.

Jan 1, 1997

By T Gartner

This paper describes the design, manufacture and site services associated with the supply of mine hoists for the new mine under construction by Falconbridge Limited in Ontario, Canada. Two new shafts are being sunk, and the hoisting equipment at each shaft can be summarised as follows: Ventilation shaft:4.66 m diameter double-drum second-hand hoist, originally in operation at San Manuel Mine, Arizona, to be used as the shaft sinking hoist. The second-hand hoist presented a challenge in that during its previous life, the hoist had been intensively operated during service at San Manuel Mine, and this paper describes the scope of refurbishment work undertaken, both electrically and mechanically, to ensure future reliable operation, together with the requirement to meet Canadian and Ontario regulations and codes of practice. 3.05 m diameter new single drum auxiliary hoist to be used as a second means of egress. Main shaft:4.57 m diameter new double-drum hoist to be used initially as the shaft sinking hoist, and subsequently to be converted to the equivalent of a single-drum multi-rope hoist for service duties during the production phase; 5.49 m diameter new double-drum hoist to be used for skip hoisting during the production phase; and 3.05 m diameter new single drum auxiliary hoist.The new hoists are all designed to comply with SABS requirements such that hoisting with reduced rope safety factors will be possible in the future. This paper describes the principles involved both mechanically and electrically. Particular attention is paid to the conversion of the main shaft service hoist from a double-drum sinking hoist to a multi-rope hoist.This paper describes the ac electrical powertrains (drives and motors) used that eliminate the need for harmonic filters and reactive power compensation equipment since they exhibit no negative effects on the utility electrical network system. This paper describes the logistical challenges of installing, commissioning and setting to work a series of five hoists in a short time frame.

Jan 1, 2005

The sixth international symposium on mining with fill nearly coincides with the 25th anniversary of the Jubilee Symposium on Mine Filling. That symposium, held in August 1973 in Mount Isa, in part to commemorate the 80th anniversary of The Australasian Institute of Mining and Metallurgy, was the first in what has turned out to be a very successful series of symposia. Subsequent symposia were held in Sudbury, Canada (1978), Lulea, Sweden (1983), Montreal, Canada (1989) and Johannesburg, South Africa (1993). The series of symposia has now become an established part of the mining industry calendar, and it will be interesting to see which country is given the honour, and accepts the challenge, to organise the next symposium. When the chairman of the conference organising committee invited (or was it instructed?) me to prepare and deliver one of the keynote addresses, his request was for me to be in parts historical, controversial, predictive and entertaining. The mix was left to me, with one proviso - that an early pioneer of mine filling in Australia be given due recognition. The chairman of the organising committee alone will be able to determine if I fulfilled the last objective. My success, or otherwise, with the other objectives will have to be judged by my fellow delegates. One way of predicting the future, or some small part of it, is to revisit where we have already been with a view to determining the existence of any trends that may impact on the future. An historical review of filling practice and research, with special emphasis on Australian experience in particular and worldwide in general over the previous 25 years, will enable me to address the historical and predictive objectives.

Jan 1, 1998

Waihi Gold Mining Company Limited, a wholly owned subsidiary of Normandy Mining Limited, operates the Martha gold mine, located in the township of Waihi, New Zealand. The operation, an unincorporated joint venture, comprises Normandy Mining Limited (67.070/0) and Otter Gold Mines (32.94%). Since gold was first discovered at Waihi in 1878, it has formed a key part of the region's economy. In 1909 the Waihi mine was described in a report to Parliament as æthe most important gold mine in Australasia and one of the greatest in the world.Æ That was a record year for production, with 416,813 tons of ore mined and some 1,120 men employed. Today the mine produces up to 1,250,000 tonnes of ore annually, and the project employs some 234 men and women. In 1999 the value of the gold and silver produced ($59 million) made up 47% of Waihi's estimated GDP. Waihi Gold has made significant contributions to the Waihi economy, community and the Hauraki region as a whole. Since the mine was re-opened in 1987, thousands of local people have benefited from the mine. In 1999, consents were granted allowing an extension to the mine life (the Extended Project) and this will result in a further seven years of economic benefits resulting from mining activity. The Company has undertaken extensive consultation throughout project planning, construction, operations and rehabilitation. Ongoing liaison and involvement with all community sectors, including Tangata Whenua and Iwi, local residents, recreational groups and schools remains an integral part of the operation. Throughout the life of the modern Martha Mine, the Company has actively supported the local community in the form of donations, sponsorships, the provision of amenities, and by participating in community events. A well established environmental team exists at the site. Environmental and community performance is measured by an independent five-assessment process, and the Company is committed to achieving excellence through ongoing improvement programmes and staff awareness. When the mine is closed, the open pit area will be transformed into a recreational lake, and the tailings storage facilities will be rehabilitated to become a combination of wetlands, grassed areas and ponds. Resources will be provided by the Mine to ensure the rehabilitated site remains in a safe and self-sustaining, stable condition in perpetuity. The mine is regarded as a showcase on a world standard of how a modem mining operation can successfully coexist with the nearby community.

Jan 1, 2000

The sixth international symposium on mining with fill nearly coincides with the 25th anniversary of the Jubilee Symposium on Mine Filling. That symposium, held in August 1973 in Mount Isa, in part to commemorate the 80th anniversary of The Australasian Institute of Mining and Metallurgy, was the first in what has turned out to be a very successful series of symposia. Subsequent symposia were held in Sudbury, Canada (1978), Lulea, Sweden (1983), Montreal, Canada (1989) and Johannesburg, South Africa (1993). The series of symposia has now become an established part of the mining industry calendar, and it will be interesting to see which country is given the honour, and accepts the challenge, to organise the next symposium.One way of predicting the future, or some small part of it, is to revisit where we have already been with a view to determining the existence of any trends that may impact on the future. An historical review of filling practice and research, with special emphasis on Australian experience in particular and worldwide in general over the previous 25 years, will enable me to address the historical and predictive objectives. Controversy can always be achieved by producing a best of list; it can be guaranteed that everyone will disagree with at least one of the nominations. On this occasion, the best contributions by individuals or groups in a number of areas of mine fill technology, over the last 25 years, will be the basis for the nominal awards. The controversy can be increased by posing a number of questions that, hopefully, some of the authors will address during their presentations. I imagine the social functions will be busy enough, but the questions may just add to the cut and thrust of the debate.

Jan 1, 1998

By M Neurohr, B Wacker, D Mensing, C Murphy, W Kitz

Mining operations have large power requirements. The biggest consumers of energy are the drives for the mills located in the concentrators. Assuming that the decision is made on how many mills are needed and how big these mills will be, it can be determined how these mills should be driven. The decision as to which drive should be applied depends on design limits for different mechanical or electrical drives, anticipated operation modes, capital expenditure optimisation and lifecycle cost optimisation.The task for the engineer specifying the drive equipment is to select a drive solution that can debottleneck the operation, avoid interruption of production and enhance the reliability of the process. At the same time, the engineer must choose a design that enables cost optimisation either in a single investment or in relation to the total cost of ownership (TCO).This paper outlines different mechatronic or electric drive alternatives for tube or horizontal mills applied in the mining industry, along with their advantages and disadvantages. The paper covers a wide range of applicable drive systems and provides a background to the benefit of applying integrated drive systems.CITATION:Wacker, B, Kitz, W, Murphy, C, Neurohr, M and Mensing, D, 2015. Application of different drive systems for horizontal mills, in Proceedings Iron Ore 2015, pp 205–216 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 13, 2015