Search Documents

"The mining industry uses many types of mineral and metallurgical plants to produce saleable product from ore mined. Plant design history has left current operations with a mixture of manual operation and various forms of automated process controls. Consequently, we typically see high variability in the continuous operations together with a shortfall in the attainment of full capacity, or higher utilisation of consumables.At a level of best practice, ‘Operational Performance Excellence’ focuses on process control, using automation and control systems to deliver process optimisation. This more sophisticated delivery is a great deal more difficult than the first stage of equipment selection / installation. It includes the appropriate selection of the right instrumentation, control system, key process knowledge, individuals with a solid control engineering background / experience, and the essential backing / support of the operations management team together leading to higher value delivery. Robust solutions can be realised, considerably minimising process variation, thus leading to process optimisation. This approach results in an easier, efficient and safer process while providing considerable returns for the plant owners.How variable are your processes, and do you maintain optimised process performance with dedicated resources, modern instrumentation, ‘best practice’ control systems and performance monitoring tools? In this paper, these questions and their possible answers are discussed."

Jan 1, 2014

By R. Anthony Hodge

Who/what is ?community?? What are most communities interested in, what do they care about? What has happened in the past? What is happening today? What is hoped for tomorrow? What are the lessons and keys to success?

May 1, 2006

By Scott Martin

This paper will discuss the challenges currently facing the mining industry. By sharing experiences gained in the CIM Leading in Mining Course, I will highlight what’s working, what’s not, what are the challenges, what are the concerns, what are the opportunities, what needs to happen. Specifically, I will discuss what is currently happening with leadership and leadership development in members’ own organizations, what skill sets are important to develop in different hierarchical groups and how comprehensive leadership courses like the leading in Mining course can help improve leadership within individuals and the industry. Leadership development is a process not an event.

Jan 1, 2014

By Scott Beer

What New Technologies Will Drive Economic Improvements? ??Historical ?1060?s: Mainframe Technologies ?1970?s: Mini Computing ?1980?s: Workstation Computing ?1990?s: Personal Computing ?2000?s: Network Computing Internet PDAs Cellular phones ??What?s the next technology improvement? ??What?s next for Mining?

May 1, 2009

By Gerald Sanders

Presentation Topics ? We?re Going to the Moon Again? ? What is Lunar Mining ? In-Situ Resource Utilization? ? What Are The Challenges to Lunar Mining? ? What is NASA Currently Doing?

May 1, 2009

By Anthony A. Zoobkoff

Gotcha! ? What Did I Just Agree To? ? You can?t repeat or use anything you heard. ? Did you agree before you knew what you were going to be given, told or shown? ? If you knew what you were to be given, told or shown, would you have still agreed?

May 1, 2013

By Paul Graham

Presentation Focus ? What is LTUG / What do we do? ? History of LTUG ? Examples of Benefits from LTUG Participation ? Encourage Participation What is LTUG? ? An informal gathering of surface mining companies to discuss and work issues of common interest and to share information and best practices around large tires.

May 1, 2008

By Glenn Lyle

CEMI Introduction ? Introduction of the CAF VOD Project ? Who are our partners ? What were the Outcomes What is next

May 1, 2011

By Robert Boutilier

For more information on what the social licence means, see the following: Joyce, S. and Thomson, I. 2000. Earning a social licence to operate: Social acceptability and resource development in Latin America. The Canadian Mining and Metallurgical Bulletin, 93(1037) Nelson, J. and Scoble, M. 2006. Social License to Operate: Issues of Situational Analysis and Process. Vancouver, BC: Department of Mining Engineering, University of British Colombia. Thomson, I. and Boutilier, R.G. 2010. The Social License to Operate In P.Darling, (Ed.), SME Mining Engineering Handbook: Littleton, CO: Society for Mining, Metallurgy and Exploration. Much of what has been written and said about the social license to operate focuses on what the company has to do or not do. But the social license is a two-sided relationship. We also need to look at what the community has to do, or not do, in order to be capable of issuing a social license that is meaningful.

May 1, 2010

By Luke Evans

What are Best Practices? What are Bad Practices? Who Uses Best Practices? Why Bother? Acceptability Guidelines Published Best Practices Published Bad Practices Additional Best Practices Some Best Practices for Low Grade Deposits Interpretation Guidelines Big Bear Gold Deposit Example Conclusions Questions

May 1, 2013

Why innovate? ? How are we doing in Canada? ? How can we do better? ? Why now? ? What?s next? ? Lowering production costs ? Improving productivity ? Increasing value-added ? Discovering new mines, extending life of existing ore bodies ? Reducing environmental footprint ? Improving health and safety

May 1, 2008

By Barrie Robb

Outline 1. Mackenzie Aboriginal Corporation (MAC) 2. ACR background 3. ?Learning from Experience? project - What - Why - lessons 3. How Industry could contribute to sustainable Aboriginal communities 4. Concluding words What is the Mackenzie Aboriginal Corporation (MAC)? ? Aboriginal owned ? Established construction capabilities ? Commitment to development of northern resources ? Partners have extensive experience

May 1, 2008

By Mike Smith, George Chung

"A 23 million dollar Flotation Plant has been commissioned at the Iron Ore Company of Canada in 1998. Nine OK-50 cells &re used to float silica in this 1,400 tomes per hour plant. The paper details project development, construction and operating results. This plant gives IOC the capability to produce not only high quality blast furnace pellets of varying silica, CaO and MgO levels, but also a high iron, DR grade pellet. The first activity was simply to sit down with the suppliers, Outokumpu, Wemco. GL&V and Svedala, to discuss applications and share experiences. We learnt what each supplier had to offer, what features would particularly suit this application, what options were offered, what were the materials of construction, how the equipment is maintained, which wear parts require replacement, etc., etc. We tried to learn as much about the equipment as the suppliers themselves knew. Then we tried to learn more: we contacted users and asked about any weak points, which options were worth incorporating and which items were not. We then discussed these points with the suppliers and established how potential problems might be overcome."

Jan 1, 1999

What is the BC AMTA? ?What is an ASEP? ?Who are the partners? ?Critical Success Factors ?Questions/Answers Aboriginal Skills and Employment Program (ASEP) ?A collaborative partnership of industry, employers, post secondary, First Nations and government ?Working together to plan and implement training and education programs ?Demand-driven: targeted JOBS for participants

May 1, 2010

By Mohan R. Srivastava

- OUTLINE - apologies and explanations - a quick bit of history - the wisdom of Wikipedia - ?Matheronian geostatistics continued to convert Bre-X?s bogus grades and Busang?s barren rock into a massive phantom gold resource?? - variogram analysis for Busang - would variogram analysis (or variance analysis) have revealed the fraud? - what went right, what went wrong

May 1, 2007

Overview n Why we audited the IRS n How we did it n What we discovered n What we learned n Where we are going next The unbroken chain of safety The Internal Responsibility System (IRS) The network of roles and relationships in a workplace, through which everyone works with mutual commitment to reduce or eliminate hazards.

May 1, 2003

By Paul Hughes

Purpose of Research ? What are the loading mechanics of paste against barricades? ? What is the capacity of the composite paste fill fences? ? Based on the loading mechanics of the paste, do the fill fences pose a risk of failure? Outline ? Glossary of Terms ? General Introduction ? Research Methodology ? Site Description ? Instrumentation Program ? Results ? Analysis ? Conclusions ? Recommendation for Future Work

May 1, 2008

By Michael Sudbury

Introduction The essence of a good presentation is said to be: Outline what you are going to say Say it Summarize what you said This is perhaps especially good advice at 8.30 a.m. So here goes: This is an attempt to put numbers on three inextricably linked subjects: People and the Future Irrigation and Agriculture Mine Water and Mine Waste

May 1, 2013

Strengthening a mine with the Power of their Employees: ?Imagine if the global economy collapses, your head office calls, and tells you to shut down for 3 months... now what do you do? ? HVC Business Improvement Initiative Why did we need help ? External Events ? How we responded ? How we worked with Westwind ? Alignment ? Priorities ? Coaching ? Focus Groups ? Innovation ? What worked / Opportunities ? Questions

Nov 1, 2011

By B. L. Dorey

"Performance management is a systematic, practical approach to managing people. It is founded on some basic assumptions about people and is designed to focus on people in the work place. Organizing meaningful information and using it to involve people is a cornerstone of this system.Some common sense practices are developed to involve people in an organization's effort to improve performance. The successful implementation of this program requires solid commitment and total involvement from all levels of supervision and employees for maximum results and lasting impact. All levels of supervision participate in training sessions to tailor the systems for implementation in their areas. This style of management is data-oriented and the bottom line of success is to measurably improve performance. Basic Assumptions about PeopleMost people in an organization, regardless of level, take pride in their work and generally want to do a good job. When performance falls off, there is usually some explanation other than the employee not really caring. People like to know their exact responsibilities and clearly what is expected of them. People like to know where they stand with the boss and would like to be evaluated on what they do and accomplish, rather than on what others think or feel about them. Further, people like to be rewarded for their good results, indeed, to understand what motivates people, we must look at what happens as a result of their actions. Another belief is that supervisors often have a greater influence on the performance of their people than they fully realize. Simply letting people know how important their performance is can have an impact. The Key ElementsGiven these basic assumptions and beliefs about people, some common sense practices have been systematically developed to manage more effectively."

Jan 1, 1989