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The creation of an accurate and precise enough database requires the collection of many representative samples, subsampling and assaying them without destroying their integrity. The selection and implementation of sampling protocols often lead to severe difficulties, making the unaware practitioner vulnerable to massive exploration, feasibility and operating failures. Therefore, there is no substitute for a good understanding of the Theory of Sampling (TOS). Either because of ignorance, or because of short-term economic reasons, failure to comply with many stringent conditions can be devastating for the validity of a feasibility study, leading to false evaluations, to the abandonment of a viable property, or to the exploitation of one that is not profitable. All these failures have something in common: insufficient duplicate sampling, subsampling and assaying were performed; very important, preliminary heterogeneity tests were never performed; for short-term economic reasons, poor sampling and subsampling protocols were selected, second-class sampling systems and weightometers were installed and poor preventive maintenance and cleaning were implemented;and sampling experts were called only when the project was obviously in trouble. The conclusion is clear: in due time, iterative auditing of sampling practices is an insurance policy against massive financial losses for the company involved. A complete, comprehensive 100 point checklist of sampling Quality Assurance and Quality Control is provided, so critically important details to ensure success are not forgotten.

Mar 1, 2010

By P Mesquita, A Nolan

Using a scientific-principled definition of global socio-ecological sustainability can be a useful basis for planning precious and base metal mining projects. The mining industry faces key challenges of; viability of the minerals industry; the control, use and management of land; national and local socio-economic development; environmental management; materials stewardship; and access to information. Using a framework for strategic sustainable development to assess the current reality of mine project development has resulted in identifying areas of strength and opportunities for improvement between current best practices and a desired vision of sustainability constrained by science based principles. These gaps indicate opportunities to strengthen current strategies, tools, and actions with a deeper understanding of socio-ecologic systems and a first-order, principled definition of sustainability, enabling success in moving towards achieving a sustainable society, ie sustainability. Evaluation of mine project development and their impacts on ecological and social systems using a systems perspective which recognises the underlying principles of operation, delays, feedback loops and response to change highlight specific opportunities to create value for social, economic and ecologic systems. Envisioning this future for mining projects within a sustainable society can be done by evaluating their development and operations guided by the sustainability principles. Performance indicators play a key role in measuring progress towards achieving sustainability goals yet it is necessary to consider whether indicators capture the whole systems perspective. Connected to this broader view, indicators can contribute much value to the mining industryÆs sustainability journey. This paper examines how current processes for mining projects can be developed using a whole systems perspective and measured using holistically designed performance indicators.

Jan 1, 2009

The mining industry has expanded significantly in the Pacific Region over the past two decades through a mix of new developments and brownfields expansions of existing operations. Despite this overall success there are also a number of well publicised examples of less than successful minerals ventures. These problem developments highlight the fact that success cannot be taken for granted and that rigorous planning and attention to detail is essential. The dominant growth has come through expansion of existing businesses, notably alumina, iron ore and coal, achieved through both efficiency gains on existing plant and step change capacity additions such as new mines and/or expanded processing plant. This expansion has largely been linked to increased market opportunities. The major issues are the quality and extent of the host resource, achieving the market targets, and the efficiency of the expansion effort. There can be also a range of site specific issues which need to be addressed. The development of new greenfields operations is often more complex as it can bring a wide range of new issues. Depending on the nature of the development, and the companies involved, these can extend from initial financing through to obtaining a market position. Incorporating major new technology and/or establishing infrastructure and attracting staff to remote locations can also add significant challenges. This paper outlines many of the critical factors which need to be considered prior to proceeding with major expansions or greenfields developments. These will be linked to a number of developments in the region over the past decade.

Jan 1, 2004

By D Bruce

OZ Minerals’ Carrapateena mine is a Sublevel cave mine located in South Australia, approximately 160 km north of the regional centre of Port Augusta. Carrapateena commenced underground development in 2016, with production commencing in 2019 and ramping up to 4.25 Mtpa by December 2020. In pursuit of continual improvement, the Carrapateena mining team sought to identify how it could better interrogate its current productivity levels and its drivers (root causes). During this process the team were confronted by a disconcerting number of different opinions (which often conflicted) on our actual productivity performance which led to a need for review. Although reliable data and a well-designed time utilisation model (TUM) existed, it was still unclear what actions needed to be put in place to improve productivity. This was for the following reasons: • Data sources were disparate unless significant effort was applied to compile them. • Data sources were not available in a format that could be easily viewed or analysed. • General understanding of the data which was collected and how it could be used was poor. • Process of regularly analysing performance and forming tangible actions to improve was lacking rigour. A project was then started with the goal to fix the areas stated above. An initial requirements gathering exercise was undertaken to identify key data sources for site which returned a staggering 42 known systems which were then shortlisted to the key systems that contained operational data and could generate tangible improvements when analysed. This paper discusses the approach to selecting the OZ Minerals Insights Hub as the chosen platform, and the effort and collaboration between cross-functional departments that was involved in transforming the data so it could be displayed in a useful way. The data sources identified included a fleet management system, two planning databases, a control system historian, and a mobile fleet machine data system. New processes were also introduced to digitally capture daily commentary; this was achieved utilising SharePoint Forms. Data pipelines were then developed in the Insights Hub platform to automate the ingestion and transformation of the raw mining data into curated data models for end user consumption. Tableau dashboard packages have been created to support facilitation of short interval control, daily review meetings, and weekly review meetings as well as data analysis of key equipment and locations. These dashboards visualise the mining data models in a form that provides the user a clear picture of what has occurred, why it has occurred, and where to focus improvement efforts. This has resulted in a team which is more accountable, more equipped to assess the root cause of performance, and more regularly able to make data driven decisions. The next step? To build this out from Mine to Mill and create a data indexing tool which will drive self-service reporting, a data agnostic platform and predictive tools that help our people continue to be one step in front.

Mar 29, 2023

By R C. A Minnitt

The Witwatersrand Supergroup is host to the world’s largest gold deposits. The location, quantity, grade, continuity and other geological characteristics of a Mineral Resource are either known, estimated from specific geological evidence and knowledge, or interpreted from a well constrained and portrayed geological model. Establishing such a model is an integral part of the evaluation process in the Anglogold Ashanti (AGA) group, and is referred to as a Geoscience Business Model for the mining operations. The geological model established over the years has relied on detailed descriptions of the mineralisation, and understanding of the regional and local geology of the Witwatersrand sediments, in the West Wits and Free State goldfields. The processes of data collection in regard to underground stope and developing mapping, structural and sedimentological mapping, and the geological inputs to mine planning systems are described, together with aspects of drilling, sampling, grade control, and data management. Anglogold Ashanti’s Geoscience Department employs a complex and unique process to generate the Mineral Resource, including a 3D geological structure model of the orebodies which are usually highly faulted, and a robust mineralisation/facies model on which the decisions about domain boundaries are established. A Mineral Resource Inventory System (MRIS) has a dynamic graphic interface to the resource database that is used for compiling the resource statement. It is also used to determine the gold-called-for, as well as short and long-term planning. A unique estimation process using the extensive closely spaced stope face sampling database and the more widely spaced surface drilling information is used in combination in the Macro Co-Kriging estimation. The use of different support sizes in the C0-Kriging process is preceded by the equally unique ‘clusterisation’ and ‘acceptorisation’ procedures by which the data are quality controlled and assured prior to their use in the kriging process. The Mineral Resource and Ore Reserve estimates are classified according to the SAMREC code through a method that ensures that they are compliant, auditable, transparent and reconcilable with previous Mineral Resource and Ore Reserve statements.

Aug 22, 2011

By P J. Jacobs

FORACO is the third-largest global drilling services company, and recently celebrated its 50th anniversary. The company’s historical roots are in French-speaking West Africa, delivering hydrogeological drilling services to resource companies, villages and regional centres. Today, FORACO operates over 300 drill rigs in more than 20 countries.The Asia Pacific region of FORACO runs a fleet of 37 late model drilling rigs servicing the diamond drilling, reverse circulation, coal, coal seam gas and hydro drilling sectors.FORACO Australia has extensive experience delivering large diameter coring (LDC) samples to the resource community. In the past three years, the company has been involved in six 8? coring projects in a variety of geographies and geologies, including iron ore, coal and uranium. FORACO has developed proprietary equipment and techniques to deliver cost-effective LDC samples with outstanding core recovery.The FORACO LDC sampling system is hands free, with mechanised rod and corebarrel handing to minimise the risk of manual handling injuries. Sample volumes are six times PQ (the common industry standard for large core samples), with core recoveries consistently above 96 per cent in extremely difficult formations.Eight inch coring is a conventional coring system suited to hole depths up to 150 m. For deeper applications, FORACO has recently invested over $4 M in a 6? wireline coring system capable of achieving depths of 300 m.CITATION:Jacobs, P J, 2014. Large diameter core sampling, in Proceedings Sampling 2014 , pp 71–76 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 29, 2014

By B J. Monaghan, P Zulli, X F. Dong

In the lower zone of blast furnace (BF), slag trickles down through a packed bed of carbonaceous particles in the form of films, rivulets or droplets. During its downward flow, there are significant interactions occurring between slag and other phases, ie gas and packing particles. In particular, the interaction between gas and slag is closely associated with the key flow phenomena such as loading, flooding or channelling in the lower zone of the BF. With gas introduced laterally through tuyeres and slag flowing downward from the cohesive zone to the hearth, this interaction varies throughout the lower zone and in the cohesive zone:  strong cross-flow of gas relative to the slag occurs in front of the raceway  counter-current flow of gas and slag occurs in the upper parts of the lower zone  both strong cross- and counter-current flow of gas and slag around and within the cohesive zone. These interactions can be linked to furnace irregularities, affecting smooth operation and limiting production. Therefore, understanding the gas-slag interaction and its influencing factors remains critical for BF process control. In the current review, the physical behaviour and key influencing factors of gas and slag flow are initially examined. Numerical models describing gas and slag flows in a packed bed at micro-, mesoand macro-scopic levels, are reviewed. Each simulation approach has its advantages and limitations, as well as unique assumptions when used in BF process modelling. Applications of these approaches to gas-slag flow in key identified functional zones will highlight the differences between approaches and modelling outcomes. As no single approach can fully address all aspects of gasslag interactions, an integration of different approaches is considered an effective and beneficial method in providing a more complete understanding of gas-slag flow in the BF process.

Jun 19, 2024

By J Q. Cooper

The New Zealand rail authority, Kiwi Rail and Auckland Regional Transport Authority (ARTA), are jointly planning a new mainline rail link between Auckland’s downtown Britomart Station and the existing Western Line at Mt Eden. In 2009, APB&B, a consortia of Aecom, Beca, Parsons Brinkerhoff and Hassell Architects where commissioned to develop the conceptual design, Assessment of Environmental Effects (AEE) and business case for the new 3 km rail line towards preparing a Notice of Requirement to protect the route through Auckland’s central business district.This paper describes the engineering challenges in the development of the conceptual design for the three proposed underground stations, the running tunnels and connections to the existing network. Feasible alignment and station location options were developed and evaluated using multi-criteria analysis based on key client functional requirements, constraint mapping and environmental impacts. The resulting preferred scheme was then developed to a conceptual design suffi cient for assessment of environmental effects, risks, and the development of a robust construction methodology to allow high level capital cost estimates.The paper describes some of the major challenges overcome to develop the concept, including steep gradients, narrow street envelopes with existing buildings and structures, the need for large platform spaces with low ECBF rock cover and complex connections at Britomart and the main line near Mt Eden.The development of the conceptual design of the underground stations in particular demonstrates the need for a holistic value engineering approach to satisfying the architectural and functional requirements, in a highly constrained dense urban environment and at lowest practical cost. The construction methodology was a key input to the conceptual design development throughout.The conceptual design will be used as the fundamental basis for the development of the AEE and business case for the project in the future.

Mar 8, 2011

By G McCullough, J Els, J Bassan

Integrated Remote Operations Centres (IROCs) have a crucial role in optimising a mine’s carbon emissions, especially as industry faces an imperative to achieve net-zero emissions on an accelerated timeline. To meet this time pressure, operations must adopt a comprehensive approach to energy-related carbon management and history has proven that modern technologies cannot be simply bolted into existing operations. An IROC is the most dependable solution to enable a swift transition from strategy to operational tactics that support carbon optimisation. Achieving net-zero emissions requires addressing significant energy management challenges such as fleet electrification, integration of renewable energy sources and large-scale energy storage. These challenges demand a profound change in planning, managing and executing work at large operations. The key to overcoming these challenges is an integrated approach incorporating collaborative decision-making across the value chain and more sophisticated planning approaches. Additionally, closer integration with downstream processing offers opportunities for carbon optimisation across the value chain. This includes the ability to supply tailored products that meet more varied feed-requirements of customers transitioning to less carbon-intensive processes and developing collaborative decision-making across the entire steelmaking value chain (by incorporating steelmakers, transport, coal/natural-gas/hydrogen supply, energy supply and iron-ore supply). However, this requires significant improvement in collaborative maturity and integrated decision-making capability. Finally, the imperative to reduce carbon emission demands the introduction of a range of new technologies into existing operations. The new technologies will increase the operational complexity of the mines and IROCs will need to evolve capabilities to manage the increase complexity and support the effective operationalisation and integration of these new mining technologies. This paper outlines the new capabilities required and the role of IROCs in effective integration across the demand value chain. The focus is on building on the mining industries’ existing IROC experience and augmenting with processes, technologies and lessons from other industries.

Sep 18, 2023

By Y G. Anoman

This paper discusses the operating model within Endeavour Mining Corporation regarding the options of owner mining against contract mining. It’s based on the concept of ‘are we carrying out the most efficient mining’ regarding cost and performance. This question can only be answered through an extensive contract mining tender process and conducting a comprehensive comparison to evaluate the transition viability. Karma mine, located in Burkina Faso, is the subject of this paper. The Tender model included sales of equipment, parts and tooling associated with the traditional Load and Haul Schedule of Rates (SOR). The methodology focused on the structure of the tender process, which consists in the development of a SOR based on haulage profiles and mining schedule. This is a new Endeavour framework that allowed the bidders to compete on an even level. This was performed using a systemic analysis which encompassed all the elements involved in a transition such as the Human Resources (HR), taxes and customs implications, directs and non-direct costs (Finance and interest on assets, depreciation, insurance), contractor risk profiling. It was assessed against the normalised internal pricing tender-based. This paper gives an insight into how a West African mining operation addressed the sensitivities of the HR functions against the commercial aspects. This was one of the most successful transitions in West Africa and was carried out during the COVID crisis. The outcome of this project has created value by detailing a lesson learned model for both commercial and HR aspects. This discusses the commercial comparisons along with the internal model with the underlying HR functions as a risk factor that could have jeopardised the continuation of the operation. This resulted in a smooth transition with the additional cash flow generated by the sale of the parts and equipment turned Karma into a viable operation.

Jun 22, 2022

With commodities suffering dramatically low real prices, mining business margins are under intense scrutiny. Unfortunately, management systems developed early this century for manufacturing are driving counterproductive behaviours that choke productivity. The paper and presentation will explain this and present a proven methodology for increasing productivity. This will be supported by operational examples from Australian and American mining management to demonstrate the importance of modern business performance measurement and analysis systems. It will explain the importance of management systems in driving organisational change to sustain superior productivity and margins. The paper will explain why many executives and managers confuse production (a measure of volume) with productivity (which measures efficiency and effectiveness). It will explain how this and other counterproductive managerial and operator behaviours and attitudes are driven by traditional business management systems exacerbated by managerial and consulting fads. The paper will begin with the simple principle that to improve results one needs to first improve the process producing the result û and will show how this is often violated. Improving productivity then boils down to:accurately identifying opportunities using sound, modern measurement, analysis and reporting systems; methodically improving operating and commercial processes, and changing peopleÆs behaviours and attitudes to sustain changes in practices. The paper will include fundamentals of applying sound measurement and analysis to:processes directly, eg cycle time charts and their impact in cyclical (non-continuous) operations commonly used in rock breakage; drivers of productivity; and process results themselves since correct analysis identifies opportunities accurately. The paper will cover the importance of practical leadership and the need to follow a simple, solid plan for changing systems that drive behaviour. Overall, it will highlight use of modern performance Measurement, Analysis and Reporting systems to drive behaviours and improve margins - without capital investment û and make executive and managerial work easier and more effective.

Jan 1, 1999

Getting it right is a very profitable outcome. Shareholders would ideally like to see their directors get it right all the time on the major economic decisions. But it is very difficult for mining directors to get it right all the time in such an uncertain environment. Primary decision-makers of companies with significant stakes in the mining industry should get it right much more frequently. The legal measures of evidence (beyond reasonable doubt and on the balance of probabilities) can be used to determine whether grade estimates (a key revenue variable) are realistic. The application of this approach can be far reaching. More frequently correct decision-making would result in more effective allocation of limited resources (capital and labour). In turn, this would result in higher financial returns and a more extensive mining industry.

Jan 1, 1994

By T G. Neville, G Terrey, J Burns

This paper explores recent industry training programs and lessons for supervisors. The Belbin Team Role model was used to increase participants’ awareness of behaviour and its application. The application of the Belbin model to underground, open cut mine and quarry supervisors is discussed.The key to team success may rest with the expertise and experience of its members, but increasingly effectiveness depends on how team members understand, acknowledge and support each other’s behavioural strengths. Discovering strengths is a challenge, both for their measurement and for the encouragement of team members to use the knowledge of themselves and others in the team. Using behavioural models provides a constructive approach and a language for supervisors as they build personal motivation and engagement.Prima facie, the mineral industry’s work may be too vigorous for teams and their managers could be more prone to use ‘solo’ or traditional management styles. Managers and supervisors must know when work allocated to a team is appropriate or where individual effort should be applauded and rewarded. For practical people with well-developed technical skills, improving the soft skills necessary for a supervisor requires some reflection and effort. The Belbin behavioural model can be an effective tool for recognising characteristics that can assist teams to be more productive.Experiencing the Belbin Team Role model as part of an industry qualification is important for supervisors studying to refine their team leadership skills. Data are available for participants to assess the nature of their teams and to confront the appropriateness of the behavioural mix for the work of the team and its individual members.So what are the next steps? All team development must have a place in the strategic thinking and plans of the enterprise. This needs a visible presence of senior managers and supervisors in managing a team culture with practical links to workplace priorities and professional development with continuous improvement.CITATION:Burns, J, Terrey, G and Neville, T G, 2016. Supervisors and teams at work, in Proceedings International Mine Management Conference, pp 125-138 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By P A. Tilyard

There have been enormous changes in mineral processing in the past four decades. For example grinding mill power has increased by an order of magnitude, regrinding is done to -10 microns and flotation machines are 100 times bigger. Operating staff have unprecedented opportunities for online monitoring and performance control of mineral processing plants. Sophisticated instruments can provide a plethora of data characterising the mineralogy and surfaces of particles. Digital computers allow complex calculations on huge amounts of data including modelling and simulation of machine and plant performance. However, all these changes have not necessarily lead to better metallurgical results. An analogy can be drawn with the thoroughbred racing industry in Australia. Significant advances in scientific knowledge in animal genetics, physiology, biomechanics and nutrition applied to the business have resulted in only a two per cent reduction in winning times for the Melbourne Cup and Caulfield Cup since the 1920s. A critical look at some mineral processing metrics suggests similar failures to improve performance despite putting in more resources. In fact certain parameters such as operating times and plant start-up performance are considered to have remained static or even deteriorated. There has been an emphasis on 'process' at the expense of 'outcomes'. The industry's strength has been in finding technical (or 'hardware') solutions while its weakness has been at the people end of the business in maximising and consolidating the gains from the technologies. Some trends in plant design over these years have exacerbated the apparent deskilling of operating and technical staff. Despite unparalleled options for communications, some staff are embarrassingly uninformed about technical developments in their fields. The 'boom and bust' cycles of the industry, together with trends in tertiary education and the effects of fly-in, fly-out (FIFO) operations, raise serious questions about the sustainability of human capital in the mineral processing sector. This paper by two experienced mineral processing engineers, with contributions from other senior practitioners, reviews these trends. While there may be an element of 'the older we are, the better we were', it is an attempt to identify the issues and propose solutions.

Jan 1, 2009

By O C. Aitken

Mining project developers are committed to taking on all the challenges and obligations of financial risk management. It is interesting that our current models of project finance have not changed markedly in principle for some 700 years, yet the rules which prepare the way for effective project assessment and subsequent loan management still do not seem to be well understood by project or corporate developers. Probability and gravity fill the opposing trays of the golden balance of financial risk. Understanding the relationship between these opposing, but intimately related elements is critically important for successful risk management. It is important to move beyond the qualitative approach and use quantitative methodologies to measure the financial impact of the occurrence of each major risk. We live in a world where the only constant is change and thus it is not surprising that a bankerÆs life is still governed by assessing, measuring and pricing risk. Banks are attracted to funding well managed companies with strong cash flow projects. But we are more risk averse compared with the credit appetites of late last century. This attitudinal shift has resulted in tougher term sheets for the early 21st century, encompassing more conditions, warranties, undertakings and stronger cash sweep provisions. Banks require well balanced portfolios to achieve an acceptable spread of risk, thus there is a more restricted market for small company lending than that available to large multi-project corporate entities with less concentrated risk profiles. Because of this focus, junior company debt finance remains comparatively expensive and especially so for more challenging geographical and political environments.

Jan 1, 2004

By D-J Min

Strategies and achievements in the Asian steel industry to construct industrial ecological chain are reviewed largely in the case of Japan, Korea and China. Emphasis is placed on the development of resource circulatory system for the minimisation of various wastes and emissions of green house gases (GHG), toxic gases and polluting particulates. The minimisation includes:Rationalisation of iron and steelmaking processes; Implementation of available relevant measures/technologies; Life cycle assessment in designing steel from semis to assembled products; Reduction, reuse and recycling of materials and energies; and Utilisation of core competence technologies to process domestic and industrial wastes. In view of global nature of the above wastes- and emission-issues, inter-industrial linkage and international cooperation across the borders in the Asian countries have become more important. Inter-industrial linkage definitely serves to cut back the wastes and emissions. Examples of such linkage and factors influencing the sustainability of the linkage are described with expectation for further development of the linkage. Importance of international cooperation cannot be overstressed under the circumstances where steel production in China exceeded 220 Mt and world production exceeded 945 Mt in 2003 and is still increasing. Practical measures are discussed to enhance the linkage and cooperation for effectively promoting the reduction, reuse and recycling, including implications for the nonferrous industry.

Jan 1, 2004

By S Mitchell

Jetcrete Australia Pty Ltd, shotcrete contractor took the initiative in 2008 to discontinue the use of ‘road registerable’ concrete trucks for all underground works in Australia and internationally.The rationale for this decision was basic, safety. Historically these vehicles have been and still are involved in far too many accidents; this obvious trend needs to be addressed by engineering out the root cause of the problem which in this case is suitability for purpose.Road registerable concrete trucks have been widely used for the delivery of concrete in Australian mines for many years prior to and after the inception of wet shotcrete as ‘in cycle’ ground support in underground excavations around 1992. With this inception came a wide interest in the shotcrete process and an influx of new shotcrete contractors, all using road registerable concrete trucks to deliver the large volumes of Shotcrete required for these services and in turn largely increasing the use of these vehicles underground. The road registerable concrete trucks were difficult to control and each trip underground required the operators to maintain good management of the inherent risks. We virtually had no reasonable alternative for the industry and could only encourage the operators to drive with soft controls such as, reducing overall speed to a maximum of 15 km per hour when declining, regardless of the road conditions, coming to a complete halt prior to turning into any sharp corners, remaining in the same gear both inclining and declining.

Mar 21, 2011

By A Dennis, T Hunter, R Coleman

For metallurgical plant design, it is necessary to progress through successive phases of test work, piloting and process development before involving all the other engineering disciplines and “freezing” the process design criteria and flow sheet. This process usually relies upon the experience, skills and personal preferences of various technology providers, study and engineering entities, test work and metallurgical laboratories and, most importantly, the owner’s team and its operators. Current industry trends include lower grades, more complex orebodies, geometallurgy in defining orebody variation and design envelopes, more common “hybrid” plant processes and the market demands for more reliable, timely and predictable early plant performance.This paper will discuss interaction of these trends and provide guidelines for the level of detail and technical complexity required for a number of different “typical” examples. The paper will pay particular attention to the study definition level translated into the required detail and certainty needed by the overall process “owner” and original equipment manufacturer (OEM) equipment suppliers to ensure the best real plant performance. Some recent case studies will be discussed. In many projects, at a late stage of project definition, it has become common practice to undertake a “value engineering” phase. Although it could be argued that this should be undertaken earlier, it is largely driven by an overall need to reduce capex and “optimise” the perceived “fat” built into the project during the detailed design process. This value engineering can be very counterproductive to project timing and operational performance and warrants discussion.The paper is intended to promote discussion on a topic of wide interest. The authors’ diverse backgrounds and experiences are integral to the views in this paper.CITATION:Dennis, A, Coleman, R and Hunter, T, 2017. Critical process design considerations from test work to operations, in Proceedings MetPlant 2017, pp 12–30 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 11, 2017

By W Russell, P Wighton, J Franke

Recent advances in ruggedised industrial control system technology and architecture in combination with latest technologies in the fast-evolving 3D LiDAR sensor sector becoming available have enabled the implementation of sophisticated automation algorithms for mining equipment such as bucket wheel reclaimers, as published by the authors in the peer reviewed AusIMM 2019 Iron Ore conference proceedings. This paper provides an overview of a second use case for such automation technology in bulk material ports integral to iron ore operations. The real-time 3D machine-vision based port automation system described in this paper was originally developed for the BHP-Mitsubishi Alliance’s (BMA) Hay Point port. The system has seen deployment at other major mining and general ports in Australia, such as at Dalrymple Bay Terminal (DBT) (shown in Figure 1) managed by Dalrymple Bay Infrastructure Management (DBIM), Hay Point, Queensland. It has the following use cases:

Nov 8, 2021

By D Kent

"There has been a revolution occurring in underground mining over the last several years, where big headline items such as the Internet of Things (IoT), optimisation, managing data, data mining etc – the list of current catchphrases, goes on. In the end these are nothing new; but the ‘things’ (sensors) are becoming smaller, cheaper and easier to deploy, and the analysis much more powerful as computer processing speeds increase. However, to take advantage of the myriad of devices out there and gain the processing power to analyse and use the data, a reliable ‘conduit’ is needed for that information to be delivered where it can actually be used. That is, a high quality data network.Modern mining is like any other industry in the information age: the access to reliable data is the first, critical step in improving productivity (Stevens, 2015). The convergence of communications onto an IP (Internet Protocol) backbone has been the driving force in enabling the productivity gains in general industry over the last two decades.This paper overviews how this technology has developed as an enabler in accessing productivity and safety benefits, and how it has used access to large amounts of data to manage mining processes underground. Reams of data are useless, but with the reliable receipt, analysis, processing and feedback system in place to use that data, benefits can be realised.Automated mining systems are increasingly being seen as a key requirement for a productive mining operation, and the importance of an integrated communication network infrastructure to support such systems is growing. Another emerging driver is the much talked about IoT and data analytics, both dependant on reliable, accurate, high volume data.The author will outline how communication infrastructure is fundamental to the operation of such systems, and explain why the resultant communication networks require much more than just increased bandwidth (data capacity) to properly support the automation and other data hungry systems within the overall mine operation.Mining operations embarking down this road are discovering that the required network must be based on a true enterprise level architecture to, not only enable the mine’s current plans for remote or automated mining, but also to provide a scalable and integrated platform for future developments. The emerging issues for the communication network to truly support automation systems include: increased complexities of operating and maintaining multiple networks integration issues with disparate systems problems with reporting, particularly as demands for corporate reporting and compatibility with enterprise systems become the norm ongoing management challenges, which will only increase with the proliferation of new technologies.How certain mining operations lay the necessary foundations to meet their current requirements, while supporting their visions for a more automated and proactively managed mine, will be explored.CITATION:Kent, D, 2017. Modern mining – why bandwidth matters, in Proceedings 13th AusIMM Underground Operators’ Conference 2017, pp 123–128 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 16, 2017